2019

Throughthe eyes of
Sustainability
ADOC Sustainability ReportTABLE OF CONTENTSSTATEMENT FROMTHE GENERAL MANAGER
HIROYUKIYAMAMOTO
Representative& General Manager,
ADOC

TOPICS							STATEMENT FROM THE GENERAL MANAGER		

PAGE

03

REPORTING APPROACH					04ABOUT ADOC							06CHAPTER 1: INTRODUCTION				

12

CHAPTER 2: PEOPLE 						16CHAPTER 3: PLANET						26CHAPTER 4: HEALTH & SAFETY				40

CHAPTER 5: PROFIT						48ABBREVIATION LIST						522This is ADOC’s ninth sustainability report and looking back on theactivities undertaken during the past year, I am grateful for what
has been achieved. I would like to express my deepest gratitude
to all our staff for their continued safe and stable operations overthe past year, and contribution towards shaping ADOC’s future.
Operational Targets
At the beginning of 2019, I requested that as a company,
we were to achieve the following three targets:
1. Maintaining safe and stable operations;
2. Achieving the forecasted budget for the year 2019 and;3. Brainstorming / conceptualizing innovative modesof operation in creating efficient operation
procedures, by improving individual productivity.
Among these targets, our operations continued to be completely
safe and stable and achieved forecasted budget in terms ofboth production volume and the company bottom-line. As forthe third objective, perplexity prevails to some extent hence it
is somewhat difficult to cast a judgment on this achievement.,
However our team continues in making progress towards
instilling mindset deemed necessary to implement innovativechanges; moving away from conservative ways of thinking.
A Multinational Company
Since assuming this role two years ago, one of my main goals
and aspirations was for ADOC to become a true multinational
company, whilst also cultivating the local talent and knowledge
through Emiratization. Upon establishing their training needs
we created new structured training programmes for Emirati
employees to enhance their skills, capabilities, knowledge, attitude
and responsibilities. Thanks to these strategic management
planning resulting in a unique platform we created for them,
they have been elevated to the next level in their professional
careers. This would certainly accelerate their footing inachieving their full potential. This would be a part fulfilment
deemed necessary that our multinational company needs inorder to be titan of the industry. I recognize that this is still the
beginning, and we are constantly challenging ourselves to further
encourage and develop the skillset amongst them and otherteam members at ADOC. Therefore, we are proud to state that
this throws light to the Company vision and mission as well.

HSE Awareness and Operational Improvement
The standard of awareness amongst the team members on
health safety & environment has been exemplary since 2018
and this year too, we are pleased to report that there had
not been any Lost Time Injuries (LTIs). This coupled withachieving the planned production volume has been a majorachievement in 2019. In the past few years, ADOC has notbeen able to reach this goal, and the success factor this year
can be attributed to the reduction in Electrical Submersible
Pump (ESP) failures and increased output from new wells.
Japanese Language Training Programme
Thanks to all concerned parties, Japanese teachers, students,
ATHS management and ADOC staff since 2011, there has beena gradual improvement in this context year by year. Today, ourprogramme at ATHS school is well-known and holds a good
reputation among UAE society at large. I believe the important
point is not only learning Japanese language, but also building
relationships between UAE students and Japanese teachers,
and the exchange of cultural values and virtues particularly
through our events, and summer school programmes in Kyoto.
Sustainability
ADOC has been operating in Abu Dhabi for over 50 years
and our company history and the colossal goodwill andexperience synonymous with it is a testament to this longevity.
The culture at ADOC has been adopted on many facets
such as setting proper mind sets of all team members which
is a core requirement towards promoting sustainability. Such
adaptations are based on prevailing business climates, andinnovative methodology that fortifies sustainability and to stayalive to any contingency situation enabling to survive under trying
circumstances and to be successful. I would like to convey thisparticular trait to the new incoming General Manager (GM),as it is the apex in order to retain the vibrancy of ADOC.
Sustainability initiatives often do not create short-term
returns but results in long-term benefits. Sustainability
culture matures over time once people feel responsible forcontributing to the changes and feel empowered to act onbehalf of sustainability. Considering ADOC’s history and richexperience, I strongly believe that we foster a culture of matured
sustainability, particularly due to the multi-national nature anddiversity of its management arm within the organisation.

3

REPORTING APPROACH
This report covers ADOC’s activities from January 1, 2019 to
December 31, 2019, unless otherwise indicated herein. The reporthas been prepared in accordance with “GRI Standards: Core
Option”.

Two new material topics - Performance Appraisal of Employees
and Training & Education Statistics for employees/ contractors
were included in the list of material topics.

We are now in our 9th year of communicating our social, safety
and environmental performance to our valued stakeholders in anannual Sustainability Report.

Most Material

Very Material

Materiality Assessment
Topics related to environmental, social and economic categories
were taken into consideration for the assessment and these wereanalysed to finalise the list of material topics. These have been
categorised as material, very material and most material dependingon the level of importance to ADOC and its stakeholders. The
hierarchy of importance of the material topics is as follows:This report covers our UAE-based operations, namely; the Abu
Dhabi office, Mussafah warehouse, the Central Facilities Platform(CFP), Mubarraz Island and supporting facilities - Including AR
Site Terminal, GA terminal & Hail Site Terminal, and the four
offshore fields namely Mubarraz, Umm Al Anbar (AR) , Neewat Al
Ghalan (GA) and Hail fields. Mubarraz Island acts as a fulcrum forprocessing and other support facilities by gathering the oil fromCentral Facilities Platform (CFP), AR Site Terminal, GA Terminal,and Hail Site Terminal.

Material

RANK

MATERIAL TOPICREPORTING BOUNDARY

1Compliance with laws and regulations

Entire ADOC (HQ + Site Operations)2

Asset Integrity and Process Safety

ADOC Site Operations

3

Occupational Health and Safety Management

Entire ADOC (HQ + Site Operations)

4

Water Consumption

Entire ADOC (HQ + Site Operations)

5

Efforts to promote local suppliers

Entire ADOC (HQ + Site Operations)6

Biodiversity Impacts

ADOC Site Operations

7

Spills from Operations

ADOC Site Operations

8

OHS & E Training and Education

Entire ADOC (HQ + Site Operations)

9

Waste Management

Entire ADOC (HQ + Site Operations)

10Green House Gas Emission

ADOC Site Operations

11

Water Effluents

ADOC Site Operations

12

Energy Consumption

ADOC Site Operations

13

Diversity and Equal opportunity

Entire ADOC (HQ + Site Operations)14

Performance Appraisal of Employees

Entire ADOC (HQ + Site Operations)

15

Training and education statistics
for employees/ contractors

Entire ADOC (HQ + Site Operations)16

Non-discrimination of Employees

Entire ADOC (HQ + Site Operations)17

Economic Performance

Entire ADOC (HQ + Site Operations)

ENVIRONMENTAL TOPICS

Onward Sustainability Journey
We have taken the feedback from our key stakeholders employees, suppliers, contractors and shareholders, into accountwhen defining the material topics, reporting content and tried tomeet their expectations. In 2018, a robust materiality assessment
was conducted by ADOC involving a wide range of internal
stakeholders as well as a group of selected external stakeholders.
An organisational structural change took place in ADOC in 2019
and Offshore Operating Department (OP) was established inconsideration of its significant role in maintaining stable production.
Due to this strategic move, the materiality assessment wasreviewed again this year with a targeted audience and theassessment updated with the results from the new survey. Broadly,
the survey conclusions were in line with the robust assessment
carried out in 2019.

STEP 1LEVEL OF MATERIALITY

ECONOMIC TOPICS

SOCIAL TOPICS

Reporting Framework, Scope andLimitations
FINALISATION OF
MATERIAL TOPICS

STEP 2

STEP 3We have reviewed the list of material aspects and boundaries
which were reported as part of our previous reporting process
and revised it to reflect the findings from the new stakeholder
survey. In this report, we would focus on the most material topics
for ADOC and present them in the respective sections. In addition,
we have also undertaken the process of mapping our material
topics to the United Nation’s Sustainable Development Goals(SDGs). ADOC believes that by conducting responsible operations,
we contribute positively towards SDGs.
In search of excellence, we will continually strive to improve thequality of the reported data at all times and find innovative ways
to present this to our stakeholders. This report provides trends
and statistics across multiple years to allow our stakeholders to see
the continual improvement that we strive for.

Internal Stakeholder'sWorkshop4External Stakeholder
SurveyFinalisationof Material Topics

We welcome your valuable feedback on our 2019 Sustainability
Report. Please contact auhse@adoc.ae with any comments andsuggestions.
Reporting approach5

About ADOC
ADOC is a oil operating and development company owned
by Japanese shareholder, established on 17th January 1968.
ADOC’s Head Office is based in Tokyo, Japan.

Abu Dhabi maintains an oil operating system in which the
Abu Dhabi National Oil Company (ADNOC), a state-owned
corporation that is responsible for the production and marketingof all Abu Dhabi oil and gas exploration and production, is under
the control of the Supreme Petroleum Council (SPC). ADOC
started its oil production in May 1973 and has been developing
its oil fields and producing oil with special consideration to HSE.
Through such efforts, ADOC has been contributing to thedevelopment of Abu Dhabi and the supply of energy to Japan .
ADNOC is one of the largest oil and gas companies operating
across the entire hydrocarbon value chain, through a networkof fully-integrated businesses, with interests that range from
exploration, production, storage, refining and distribution, to thedevelopment of a wide-range of petrochemical products whichis governed under Supreme Petroleum Council (SPC). The SPC
is the highest legislative authority in Abu Dhabi Emirate – incharge for formulating and supervising the implementation of
Abu Dhabi's petroleum policies. The Emirate of Abu Dhabi
is one of the very few locations in the world that allows 100
percent foreign oil companies to develop, produce and exportoil. ADOC has established a robust operations system inpartnership with ADNOC. Since its establishment, ADOC has
been highly regarded for its accomplishments in Abu Dhabi.

OUR SHAREHOLDERS
ADOC is owned by a number of Japanese shareholders. The
primary objective of shareholders is to help the company growin a safe and sustainable manner. Our shareholders play a vitalrole in contributing towards our development in the form ofactive engagement and participation in key governance functions
through annual shareholder meetings. A vital part of this focuseson the decision-making processes relating to the future of
ADOC. Shareholdings are presented in the graph below.

Percentage of Shareholdings
1.7%

1.7%

Kansai Electric
Power Co. Inc.

Chubu ElectricPower Co. Inc.

ADOC has earned an admirable reputation over the past
fifty years for its safe, effective and reliable operations
with particular emphasis placed on health, safety and theenvironment. Our reputation is supported by our performanceand we shall strive for continuous improvement.

32.2%
JX Nippon Oil &
Gas Exploration
Corporation

6

64.4%
Cosmo Abu Dhabi
Energy Exploration &Production Co. Ltd.

About ADOC

7

OUR ORGANISATIONSTRUCTURE IN 2019As a reflection of our business needs, there was a change in
ADOC organisation structure in 2019. Offshore Operating
Department (OP) was established due to the following reasons:• To expedite the treatment of emergencies and labour
management through integrating overall offshore operations.
• To define offshore operations’ authority and responsibility
aiming to optimise the chain of command.
Abu Dhabi Field Office

Auditing
Department

Auditing
Department• To conduct comprehensive offshore operations including
administration, transportation and custody of materials,
daily operations and maintenance facilities and health,safety and environment required by each department.

Planning andExternal
Relations
Department
Planning
Group

Planning &Administration
Department

Administration
Department

Personnel& GeneralServices
Group

Human
Resources &Development
Department

Finance &Accounting
Group

Executive
Board
Meeting

Mr. Koji Ueno
Manager,
Administration Department

Finance &Accounting
Department

ADOC and its operational achievements
GeneralMeeting of
Shareholders

Board ofDirectors

GeneralManagerPresident

Audit &
Supervisory
Board

Exploration &Development
Group
Technical
Department
Processing &Maintenance
Group

Purchasing& Transport
Department

Development
Department

Project
Department

Processing& Integrity
Department
Health,Safety andEnvironment
Department

Health,Safety andEnvironment
Group

Health, Safety& Environment
Department

Offshore
Operating
Department

8

According to me, in addition to continuing safe andstable operations within the company, optimizationby each site is also extremely vital. Presently, ADOC
is producing oil from four oil fields, and I feel it isessential to carry out periodic analysis of data as
well as necessary studies for maintaining production
volumes in each oil field as much as possible.
Maintaining Operational Efficiency
In my opinion, it is through strict OPEX and CAPEX
control and top class HSE Performance that ADOC
maintains and expands production and reserves
volume. Due to the sharp decline in crude oil prices,cost efficient measures must be implemented for thesmooth and stable running of the organisation.
Further, we need to develop Emirati Staff
with leadership potential in accordance with
Emiratization policy and ADNOC requirement.
SafetyI worked in Mubarraz for 8 years from 2010 as Site
Representative and witnessed the unfortunate LTI eventin 2015 that brought the non-LTI period of more than
2,500 days to an end. Sadly, after this, a series of LTIs
occurred. I realised that complete safety awarenesswas required by the site personnel and this could only
be achieved by steady efforts on educating everyone.
We enforced safety slogan implementation
programmes such as "Pointing and Calling" during
daily work and each one implemented "Think Before
Act". As a result, safe and stable operations without
any LTI could be realized in 2018 & 2019. I shallshare this safety story of ADOC to everyone in
future and profess this culture at all the times.
Meaning of Sustainability
Sustainability in the context of ADOC is Knowledge
management and transferring skills to the next
generation. Since the environment of the world is
continuously changing, we must be sensitive to thatchange and respond quickly in a positive manner. In
order to be resilient, it is pertinent to not only think about
the present but also consider what lies ahead of us.
Moving Forward
I will continue to work on the values and vision of GM(Mr. Hiroyuki Yamamoto) and focus on strengthening
Emiratization. Since we have already bolstered
our previous Emiratization programme, we would
expect that the number of Emirati candidates inmanagement positions will increase in the near future.
I hope that the Emiratis with the uniqueblend of indigenous knowledge and Japaneseculture would continue to contribute towards
ADOC’s future business operations.

About ADOC

9

OUR OPERATIONSADOC currently operates in four offshore fields, Mubarraz, Umm
Al Anbar (AR), Neewat Al Ghalan (GA) and Hail, all of which areproducing. All the ADOC’s fields are located in the west of Abu
Dhabi, UAE. Our main processing and support facilities are locatedOUR OPERATIONAL
ENTITIES
on Mubarraz Island which lies at south of GA field and includes oil
and gas processing, crude storage, crude loading, water treatment
utilities, accommodation blocks and other associated infrastructure.

The Mubarraz Field
Commercial production commenced in the Mubarraz
field in 1973. The Mubarraz Field comprises of the Central
Facilities Platform (CFP), which is located in the centre of the
field comprising of three production platforms, seven wellplatform and twelve tripod well platforms. The platforms areconnected to CFP through submarine pipelines and cables.
The crude oil, formation water and gas from theproduction wells in Mubarraz Field are gathered at the
CFP through sub-sea pipelines and are transported to
the final processing facilities at Mubarraz Island.
The CFP is equipped with oil, gas and water separators.
Power generated in Mubarraz is being distributed in
CFP; power generation facilities are available in CFP but
are only for back up in case of any emergency.
Additional platforms, namely Central Control Room (CCR)
Platform, a living quarter platform and BB well platform,
are inter-connected by bridges. On the CCR platform, wellmonitoring and controlling apparatus are installed. The living
quarter platform includes accommodation, helipad and otherresidential facilities. Production and disposal wells are locatedon the BB well platform. Separated water at the CFP is injected
into the underground formation through the disposal well.

Crude oil produced from Mubarraz, AR, GA and Hail fields are processed at Mubarraz Island and shipped as Mubarraz Crude oil.
The field operations are supported by the offices in Abu Dhabi, headquarters in Tokyo and the warehouse facility in Mussafah.

DGA Maximum Flow Test to increase AR-GA Production
In Mubarraz there were three Amine units (MEA 1,2,3)
for Gas Sweetening. In addition, a Gas Sweetening
unit (DGA) was present in AR Site Terminal.
ADOC planned to stop one Amine unit in
Mubarraz and Export additional gas to AR Site
Terminal to increase DGA Maximum flow.

• The increase of DGA operating cost is negligible as only
Pumps Ampere increased due to Increase of flow.
• Negligible amount of fuel gas consumption increased(0.04 MMSCFD) to heaters (H-250/252) of DGA.
• Therefore, the overall Cost benefit of overone million USD annually was achieved.

The above change resulted in the following benefits:

Other Benefits

Cost benefits• Reduction of emissions by stopping of gas burning
in MEA unit.

•R eduction of operational cost of one
amine unite due to stopping it.
•G as Production increased by 1.2 MMSCFD
gas from AR/GA Wells.

10• DGA Maximum flow is achieved without affecting
on downstream equipment and Zero Flaring.

AR & GA Fields
Commercial production commenced in the AR field in 1989
and in the GA field in 1995. AR Site Terminal (ARST) is locatedat the centre of the AR field and is equipped with oil processing
facilities, sweet gas injection facilities and sour gas injection
facilities. The well-head streams from AR & GA fields aregathered at the process facilities at ARST, where both oil andgas are then separated. The separated oil is sent to Mubarraz
Island and the gas is sent to the sour gas injection facilities
and sweet gas injection facilities through the sweetening units
for gas injection into the reservoirs. A causeway provides
onshore access from north of Mubarraz Island to the ARST.

Rig Operations
Two offshore rigs are used for drilling new wells and to
workover existing wells. We use jack-up type offshore rigs thatare designed for operating in the shallow water typical of ourfields; this type of rig is commonly used in the Arabian Gulf.
The rigs consist of a barge-shaped hull with three truss legs
and are equipped with derrick and special devices for drilling
and work over operations. The jack-up rigs are towed to alocation with legs up; the legs are then firmly positioned on thesea bottom at the site for work over or drilling operations.

Hail Field
The Hail Field is located south of Mubarraz Island.
Since the commencement of the production from
Hail in late 2017, the production is smoothly ongoing
without any serious accidents or injuries.
Two well platform structures (well pad-A & well pad-B)
installed alongside Hail Site Terminal is within reach of
an offshore rig cantilever. Each well pad has twelve (12)well slots. Produced fluid from this field is transferred
to Mubarraz Island facilities via pipelines.

Mubarraz Island
The fluid produced from the Mubarraz, AR, GA and Hailfields are transported via pipelines and gathered at Mubarraz
Island where there are processing facilities to refine thefluid into the final crude product and loaded for shipment.
Separated water and wastewater at the Mubarraz Island
are injected into the underground formation throughthe disposal well eliminating the effluent to the sea.

ADOC’s Business Priorities

To Maintain
Production

By Safe and Stable
Operations

With Zero Hydrocarbon
discharges into theenvironment

And Ensuring
People's Safety

OUR PRODUCTOur product is the processed crude oil produced from ADOC’s
oil fields. This is stored in tanks and loaded on tankers forexport through a Single Point Mooring (SPM) facility. Tankers
loaded with crude oil at the Emirate of Abu Dhabi exit from the
Arabian Gulf at the Straits of Hormuz, cross the Indian Ocean
and pass through the Strait of Malacca delivering the crude oil
to Japan. The tankers travel a distance of approximately 11,500
kilometres with a sailing time of approximately 18 days.
About ADOC

11

Introduction
To sustain in today’s challenging business environment, regularinteraction with important stakeholder groups would be the key.

Our Commitments & Engagements

Corporate Governance

It is imperative that stakeholder engagement is not only
an important aspect of the corporate reporting cycle,
but also connects an organisation’s business strategy that
demonstrates how a company is responsive to the legitimate
needs and concerns of stakeholders. To sustain in today’s
challenging business environment, regular interaction with
important stakeholder groups would be the key.

The Board of Directors has the direct responsibility of
governance in ADOC. Resolution of legal and regulatory issues
and items in the Articles of Incorporation comes under thepurview of the Board of Directors. The Board also establishes
management policy and supervises appointed directors.

At ADOC, we have identified the key stakeholders andstakeholder groups focusing on the following two dimensions:• The stakeholder’s influence on ADOC
• The stakeholder’s dependence on ADOC.
This year, ADOC has engaged the newly formed OP
Department as a part of the materiality assessment exercise.
In addition, employees have been engaged during thevarious training sessions and vendors are interacted withregularly. We would continue to further strengthen thestakeholder engagement process by providing feedback
to the stakeholder groups by resolving their concerns.
Emirati staff are the most important asset of theCompany. Continuing the same as previous years, engaging
further with UAE Nationals and providing them withrobust career action plans would enable them to meettheir expectations regarding career progression.

Regulations governing the Board of Directors stipulate that,in principle, meetings are to be held every quarter, and thatextraordinary meetings are to be held when necessary.
During meetings, directors make decisions on importantorganisational-related matters and examine progress on
business initiatives and measures for resolving problems.
ADOC is under the umbrella of SPC / ADNOC and governedby the concession agreement. All legal stipulations issued byFederal and Abu Dhabi government are communicated to ADOC
through SPC and ADNOC. ADOC is under the jurisdiction of
the SPC instructions. SPC and ADNOC communicate all requests
in writing to the ADOC General Manager. The PL department
receives all requests and distributes them to the relevant
departments for their action; each department is a custodian of
all relevant laws and regulations. Any potential issues that may
arise are addressed in the weekly department managers’ meetings,
HSSE Committee Meetings and management review meetings.
Corporate Principles of ADOC
In line with the principles set forth at its establishment, ADOC
will endeavour to maintain harmony with international society
and preserve the global environment, and through the stablesupply of oil resources to Japan, contribute to the stability
and development of both Japan and international society.

12

Introduction

13

ADOC Stakeholders & Engagement Mechanisms

Key Environmental, Social and Economic Performance – 2019

Within ADOC, we define ‘stakeholder’ as any person or group of people that may have an influence/ dependence on of ADOC’s operations.
We engage with our stakeholder groups in a variety of formal and informal settings every day within the organisation. Below we haveidentified our key stakeholder group and how we respond to each of them effectively on the sustainability challenges and opportunities.

Our shareholders arealways kept informed
about our performanceagainst targets throughregular meetings.

We encourage open
dialogue with our
employees. Employees
are free to discuss any
concern issues with
their line manager and
our Administration(AD) Department.

We are aware of ourobligation to conduct ourselvesin a responsible manner.
We continue to engage ininitiatives which promote social
responsibility such as donations
and fundraising programmes.

We have open dialogues
with all our vendors at
all times. The information
received is analysed, andany concerns noted andaddressed by the company.

Shareholders

Employees

Communities

Suppliers & Vendors

Customers

Academic
Institutes

Regulatory
Authorities

Media

812

TRAINING HOURSCOMPLETEDWORK AND BUSINESSETHICS COURSEWAS CARRIED OUT
FOR ALL ADOC STAFF

ZEROSAFETY RELATEDINCIDENTS

34%

We actively participate
in career fairs and otherpromotional activities
in various universities
and technical institutions
offering job opportunities
to seleted candidates
through this process.

Our PL Departmentcommunicates regularly withthe regulatory bodies to ensure
ADOC is always compliant withall relevant laws and regulations.
Also ensuring the governmental
expectations of Concession
Agreement are always met.

ADOC engages in media
dialogue as and whenrequired. We routinely
publish our technicalactivities after verifyingthat the contents are incompliance with ADNOC’s
respective guidelines.

Membership
The International Association of Oil & Gas Producers (IOGP) is a unique global forum in which members identify and share bestpractices to achieve improvements in every aspect of health, safety, the environment, security, social responsibility, engineeringand operations. ADOC reports IOGP Environment and Safety data every year to ADNOC for reporting to IOGP.

91%

EMERGENCY
EXERCISES/ DRILLSCONDUCTED

SINCE 2012, FIVE TERMS ARE COMPLETED AS
A PART OF THE JLTP AT THE ATHS, WITH

71 MALE STUDENTS AND
36 FEMALE STUDENTS ATTENDING

THE PROGRAMME DURING THIS PERIOD.

ZERO EMISSIONS OF

IN 2019, NO INSTANCE

OF NON-COMPLIANCEOZONE-DEPLETING SUBSTANCESWITH ENVIRONMENTALLEGISLATION WAS RECORDED

FROM OUR SITES IN THE YEAR 2019.

MANGROVESPLANTING EFFORTS
A TOTAL OF NEARLY

500,000

SEEDLINGS TO DATE

14

24

OF
OUR WORKFORCEWAS EMIRATIS, AT
THE END OF 2019

OF TOTAL SPENDING ON
PROCUREMENT WAS ON
LOCAL VENDORSAs our customers
are in Japan, our head
office in Tokyo mainly
engages with them.

WHISTLE BLOWINGPOLICY AND
PROCEDURESUPDATEDOVERALL FLARING IN
2019 WAS NOTED TO BE
REDUCED BY ALMOST50%

IN COMPARISON TO THE
PREVIOUS YEAR DUE TO

EFFICIENT FLAREMANAGEMENT.

Introduction

15

PeopleOUR EMPLOYEES250

Our Human Resources & Development (HR) and Administration(AD) departments are responsible to provide training anddevelopment opportunities, a healthy work environment,
fair and generous benefits and compensation structures.
In ADOC, we believe that the virtue of team spirit would
lead the company towards its success. Manpower planning is
critical for maintaining a highly functional workforce. This year,
in line with our business plan needs, there was a scale-downof workforce from the previous year. We believe that theorganisational restructuring and stabilization process will thereby
result in increased productions and improved efficiencies.
We embrace the responsibility to treat our employees withrespect and provide them with rewarding a safe and healthy
work environment. We also encourage our employees tobe actively involved in HSE related issues. Employees areawarded on a monthly basis considering their contribution
towards HSE through Near Miss and Safety Observation
card reporting. ADOC HSE Awards are held annually.
We strive to foster a company culture, where employees
are valued, and we invest in their development, sothey are empowered to share our success.

Distribution of Employees
We understand that a proficient and motivated workforce is
key to any Company’s success. ADOC recognises the value ofthe benefits that we provide beyond wages. Our comprehensive
benefits package for full-time employees includes life insurance,
healthcare insurance, disability coverage, parental leave, study
leave, retirement provision and education assistance.
We implement strict policies addressing the issues related
to discrimination, forced labour, or child labour. We
have been able to attract global talent from around the16

Total Number of Employees (2015-2019)
205
Number of employees

Our stated goal is to become the most competitive among
companies which operate small and mid-size fields in Abu Dhabi
and to get the trust of SPC and ADNOC. Through a positivechange in mindsets, diligence and focus at the work sites andproductive work style reforms, ADOC employees leverage
their capabilities to the full so that the targets are achieved.

200

200

201

185

176

2018

2019

150
100
50
0
2015

2016

2017

world improving our diversity skills. The breakdown of
employees by region of origin for 2019 is shown below.

Percentage breakdown of employees
by origin
Diversity in the workplace implies that a company’s workforce
includes people of varying gender, age, religion, race, ethnicity,
cultural background, languages, education, abilities, etc. Our
workforce reflects this diversity. We believe this diversity
helps as a source of innovation and creativity. In our routine
activities, we come across a diversity of opinions, which may
be a result of a variety of ethnic and cultural backgrounds,
which improves the way we work together every day.
We are committed to recruiting, retaining and developing
diverse talent within the organisation. This commitment is
critical in developing a ‘multinational’ culture within ADOC.
The above graph further demonstrates our commitment
towards achieving increased employee diversity.

People17

Head, Training &Development Group,
Human Resources &Development Department

Therefore, HR-TD started collaborating with othertechnical departments and travelled across several
Emirates to conduct promotional and recruitment
activities to build strong and sustainable relations.
HR-TD has attended various events including career
fairs and exhibitions in order to showcase ADOC asa company and also to attract National talent.

5.1%

0.6%

Non GCC MenaRest of Africa

34.1%
Emirati

The various topics in which training was provided
to staff in 2019 includes the following:

Training Programmes for Emirati Nationals
Human Resources-Training Department (HR-TD) teambelieves that ‘people’ are one of the most importantpillars of an organisation’s sustainability. Therefore, ourrole is to make sure that our people continue to develop
their skills. Training is regularly provided to help themreach their full potential and keep them updated withthe latest technologies and management skills to gain
high-level qualities, such as making decisions, creatingclear accountability, leadership and motivating others. Our
employees can hold greater roles and responsibilities andconsequently we can accomplish two important goals:• Keeping our employees engaged and energized
about their future with the company.
• Ensuring the organization has a new generation ofsenior employees who are prepared to inspire and lead,which in turn increases levels of employee engagement.
Views on Emiratisation
I have been in ADOC for a long period and havewitnessed how ADOC has evolved over the years
to become a more sustainable organisation.
With the launch of the Emiratisation programmeby the UAE government, more than a decadeago, ADOC started its Emiratization programme
in line with government’s vision.
However, the challenge for ADOC was that it was
not well known amongst the UAE educational
institutions and particularly university students,
which made it difficult to attract Emirati students
and achieve its Emiratisation targets.

The major programme that was developed
specifically for Emiratis was the Competency Based
Training & Development Programme (CBTP) which
was implemented in 2012 and still ongoing.
The total number of CBTPs for Technical and Non-Technicalpositions developed is currently forty-eight (48). Thirty-one(31) Emirati employees joined the CBTPs from 2012
to 2019. The total number of the trainees who havesuccessfully completed their CBTPs is twenty-two (22).
2019 Training Plan
In 2019, HR-TD conducted several meetings withall department Managers/heads to help identify thetraining needs for each department. As a result, andbased on the Managers’ feedback shared, HR-TD has
developed a more focused training plan customized
to meet the goals of the departments concerned.
Therefore, the 2019 training plan was
successfully completed, and the overall attendees’
evaluation rating was very satisfactory.
Public Events
As per the ongoing cooperation between ADOC andeducational institutions in the UAE with the aim ofbuilding and maintaining strong relationship together,
HR-TD visited several universities in 2019 to conduct
a presentation on ADOC and its activities. Furthermore,
HR-TD has arranged work placement for two students:
one from AD Polytechnic and the other from the Higher
Colleges of Technologies, each for a period of two months.

• Introduction to oil and gas industry• Business writing skills

3.4%

56.8%

Rest of Asia

N&S America,
Europe & Australia• Key Performance Indicators• Purchasing skills• Managing multiple tasks, priorities and deadline• Accounting for non-accountants• Creative Problem Solving and Decision making• Communication and Presentation skills

Training and Development• Work and Business Ethics

Through training, we elevate our employees’ capabilities
by providing supportive learning opportunities. Training
programmes allows to strengthen skills that employees
need to improve upon. Ongoing training results in better
staff retention by keeping them motivated at all times.
We offer a wide variety of training opportunities andprogrammes assisting employees with strengthening theirtechnical and non-technical skills. Our programmes areespecially designed to suit different roles in the company.

• Information Security Awareness Training

Total Training Hours/ employee
30

To achieve this, an Annual Training Plan is preparedby training co-ordinators, based on a Training Needs
Analysis exercise. The training needs analysis is a fivestep process which consists of the following:
We review the training plan annually and make improvements
to increase the efficiency of the programmes, i.e. abridging
courses/ combining topics, thereby optimising the total training

1. Constructive

25
20

19

15

11

10

10

11

2016

2017

2018

2019

10
5
0
2015

3. Training

feedback is obtained on
the various individuals’
performance levels

5. A training schedulerequirements are
identified and a list of
skill courses formulated

2. Gaps are assessed
and reviewed

18

costs/ employee, however still providing the required training.
2019 witnessed similar values in the total training hours/
employee as compared to previous years. Rigorous training
regime during the previous year’s built up the competency of
the workforce. In addition, employee retention also contributed
to keeping the ADOC talent pool intact. Nevertheless,thereby further training and skill development was provided
and continued focus and tracking on training hours wasundertaken to ensure that the staff are abreast with all latest
knowledge and skills to perform the day to day duties.

Training Hours/ employee

Mr. Hani Tsuruta

Percentage breakdown of employees
by origin

is drafted and sharedwith all departments.

4. The training courses

are prioritised based on
the maximum numberof requirements fora particular skill.

People19

Mrs. Layla Al Rashdi
Supervisor, Training andDevelopment Group,
Human Resources andDevelopment Department

In ADOC, employees are well trained so thatthey are able to perform their day to day duties
efficiently and also remain motivated at all
times thereby supporting staff retention.
The Training Department is responsible for developinga Training Programme for all ADOC staff. The training
modules primarily consist of in-house training
programmes both for Abu Dhabi and offshore staff.
These programmes are reviewed on a monthly basis.
At the end of the year, feedback is sought fromdepartmental managers on the effectiveness of the

ETHIC
training programmes. For better understanding of thedepartment’s training needs Managers are enquired on
the type of training needed, i.e. technical/ soft skills andsuggestions requested on improvement opportunities.
In 2019, Work and Business Ethics course
was carried out for all ADOC staff – over aspan of 2 days and 4 sessions, this businesscritical training course was completed.
In my tenure in ADOC (for the last 7 years), I haveseen ADOC strive hard in selecting and recruiting
the brightest talent. Further, ADOC also invests inimproving the existing skills of employees. There is a
conscious focus on improving employee personality
as well as develop technical abilities of employees.
The Competency Based Training Programme has
always remained a prime focus for us and we areproud of the benefits that ADOC receives from it.
During its launch in 2012, the programme only catered
to technical staff, however, in recent years this has
been extended for our non-technical staff too.

Whistle blowing policy
and procedures

To accomplish our goal of creating safe and stable operations, we collaborate
with our employees and suppliers to create transparent partnerships andensure that our counterparts are treated with respect and dignity. Employees
and contractors are bound by principles laid out in the Code of Conduct. The
Code of Conduct sets out the initiatives outlined in ADOC’s corporate vision
with “our ethics” being a key parameter adopted by all ADOC employees.
ADOC believes that for a company to obtain higher corporate value, it iscritical for people in that company to adhere to corporate ethics. In this regard,
ADOC has set up "Corporate Principles of ADOC", "ADOC Corporate Ethics
Regulations" and "ADOC Code of Conduct" is for that purpose and it is our
responsibility to act in conforming with these principles and regulations.
For the purpose of further enhancement of compliance system of all the working
sites of the Abu Dhabi Field Office (Abu Dhabi office, Mussafah warehouse,
Mubarraz island, CFP) Abu Dhabi Oil Co., Ltd. (ADOC) Whistle Blowing Policy
and Procedures were enacted on 1st April 2017 (updated in 2019) by encouraging
internal persons to report any frauds or unethical matters of which they areaware or become aware of, providing a confidential means of reporting suchmatters, and protecting individual who reported such matters in good faith.

Set and Implement
Effective Internal
Control System
on Whistle
Blowing policy

EnhancementofCompliances

Fulfilment of Social
Responsibilities

Grievance Procedure
While “Frauds” or “Unethical Matters” related to ADFO business are handled inaccordance with “Whistle Blowing Policy and Procedures”, personal complaints
or grievances are handled in accordance with “Grievance Procedure” definedin “Personnel Manual” of ADOC. If an employee has a complaint or grievance,
he/she should follow the steps defined in “Grievance Procedures”.

ADOC Principles and Regulations Related to ComplianceHigh
Reputation in
the Society

Trust from customers, trade
partners, banks/ investors
Recruitment of excellent people
Good corporate brand image

Corporate Principlesof the Abu Dhabi
Oil Group

Abu Dhabi OilGroup Corporate
Ethics Regulations

Abu Dhabi Oil Group
Code of Conduct

HigherCorporate
Value

Rewards for shareholders
WhistleBlowing Policy& Procedures

20

Rewards for employees

People21

ADNOC’s requirements. The programme aims to ensurethat our Emirati employees grow within an attractive working
environment. The programme is especially designed to improveskills, competencies, and enhance career progression.

Code of Conduct
ADOC’s Code of Conduct principles are illustrated below:

SocialResponsibility

Safe, Reliable
Operations

CODE
OF CONDUCT

Value our
Employees

Corporate
Integrity

ADOC Corporate Ethics Regulations aim at providing thecode of conduct concerning the corporate ethics based on
the corporate principles of ADOC, creating a corporate ethics
committee as the organization that promotes, executes, and audits
the same, thereby establishing the corporate ethics of ADOC,
and making directors and the employees practice the same.
Outline of ADOC Code of Conduct• Our Code of Conduct sets out the initiatives we shouldtake in order to put our corporate vision into practice,
together with the ethical rules we should each observe• “We” are the subject of our Code of Conduct• When in the course of the execution of business a situation
has occurred in which an employee cannot act in confidenceof his or her course of action from the standpoint of corporate
ethics, we request that the employee decide what sort ofaction should be taken as a member of ADOC, which pursues
fairness and honesty, in light of our Code of Conduct

22

In order to enhance the employability and developmentof the Emiratis within ADOC’s existing workforce, the HR
department has implemented initiatives such as annual
recruiting plans and a Competency Based Training Programme(CBTP) for both technical and non-technical fields. The CBTP
has been providing substantial benefits to the developmentof the trainees' knowledge, skills and performance.

Satisfaction of ourCustomer andShareholders

Taking Care of
Global Environment

Conflicts of Interest
Conflicts of interest within ADOC are prevented through our
Code of Conduct which prohibits any employees’ associatesfrom engaging in activities with the potential to jeopardise our
integrity. Transactions with our competitors or other acts thatconflict with the interests of ADOC are strictly prohibited.

ADOC SNAPSHOT-SHARING EXPERIENCE

Human Rights

ADOC has a strategic business objective in place toimplement a CBTP to ensure that the organization
remains competitive in the global energy industry.

Within our Code of Conduct ethos, Human Rights issues
are of paramount importance. At ADOC, we respect all
who we interact with while supporting the principles andspirit of the Universal Declaration of Human Rights, which
was adopted by the United Nations (UN) in 1948.

Emiratization
The UAE Government had launched its Emiratization drive
to create more career opportunities for Emirati Nationalmainly in the private sector. Federal Law No. 8 of 1980, also
known as the Labour Law, states that the Ministry of Human
Resources and Emiratization (MoHRE) will have a special
department dedicated to finding adequate job opportunities
for nationals. The department must assist employers infulfilling their need of national workers whenever needed.
In realisation of the importance of Government's Emiratization
programme, ADOC launched their Emiratization Programme
in line with the directives of the UAE Government and SPC/

Competency Based Training Programme(CBTP) for UAE Nationals

The CBTP drives continuous improvement to support
ADOC’s competency goals with regard to:• Business competencies.
• Health, Safety and Environment (HSE) competencies.
• Personal and Behavioural competencies.
• Job-Specific competencies.
The System is implemented through the CBTP, astructured training programme, which is utilized bypersonnel as a guide to attaining the competencies
required to fulfil their current role within the company.
The CBTP is based on ADOC’s core competencies which
are Business, HSE, Personal and Behavioural, and JobSpecific competencies. The CBTP contains specific details
concerning the competencies required for each job role.
Learning and development activities are specified in the
CBTP to ensure that personnel attain the competencies
required for the specific job role that they fill.

People23

ADOC is taking part in various career fairs and exhibitions inorder to showcase ADOC as a company and also to attract
national talent.
In the past couple of years, the Emirati workforce within ADOC
is extensively engaged to understand the different challenges
they face. As a result of the consultation, a five-year manpower
intake plan as well as an Action Plan is formulated to achieve
the desired outcome from the Emiratization programme.

Community Investment

Percentage of Emiratis in ADOC
34
35
Percentage of Emiratis

At the end of 2019, about 34% of our workforce was Emiratis;
a slight 1% increase in the number of Emiratis in comparison to
2018. In the coming years, ADOC will continue to strengthen its
efforts towards Emiratization.

30

29

29

29

2015

2016

2017

33

34

2018

2019

25
20
15
10
5
0

Five-Year Manpower Plan for UAE Nationals (2019-2023)
Total Emiratization Percentage

2019

2020

2021

2022

2023

35,2%

40,4%

42,8%

43,4%

43.4%

4

4

2

2

2

Number of Recruitment of
UAE Nationals (Plan)

Japanese Language Teaching Programme (JLTP)
in Applied Technology High School (ATHS)
Our cultural activities focus on the development of
the young generation of Abu Dhabi by participatingin the educational programmes of some of Abu
Dhabi’s esteemed educational organisations, namely
ATHS. Approximately 350 hours of JLTP iscompleted in 3 years as extracurricular classes.

Mrs. Sara Al Zedjali
Reservoir Engineer ,Reservoir Group,
Development Department

I joined ADOC in June 2019 as a new graduate fromAbu Dhabi Polytechnic Institute, with a B.E. in Petroleum
Engineering (Minor in oil and gas processing). I had
previously worked as an intern in ADNOC Processing andtherefore had a bit of practical knowledge of the sector.
My experience with ADOC since joining has been excellent,
having received some great support from managers
and colleagues. The CBTPs with its extensive elements
has been invaluable so far. I am working on the Field

24

ADOC SNAPSHOT-SHARING EXPERIENCE

The objective of the JLTP is to target students
with a technical background in Abu Dhabi
to teach them the Japanese language and to
introduce the Japanese culture to them.

Development Plan module, which I find very interesting.
The programme has both technical and non-technicalcomponents including modules on HSE awareness.
My supervisors provide great support for any hurdles
I face during the completion of the programme.
I understand that the oil and gas industry is traditionallymale dominated, however, UAE is committed toachieve gender equality and empower all womenand girls. In line with UAE’s vision, ADOC is against
any sort of gender discrimination and provide
enormous support and respect to women. This iswhere Emirati culture is similar to Japanese culture
in which women are treated with great respect.
I feel very excited and proud to be the only lady in the
Reservoir Group and look forward to offshore visits to gain
practical knowledge and experience of ADOC’s assets. I
am particularly impressed by the different environmental
initiatives of ADOC through which the pristine environmentof the Mubarraz field is kept intact (to the extent possible).

Three Japanese teachers are teaching the Japanese
language to grades 9, 10, 11 and 12 boys andgirls, three days per week, after school hours.
There is a total of 28 students in the class.

OUR COMMUNITY
Supporting our nearby communities is our commitment
as ADOC. We continue to have no disputes with local
communities in proximity to our operations in the UAE.
Valuing the importance of the society around our operations,
we continue to engage and invest in our local communities.
We do so by operating ethically and responsibly.

Every year, ATHS grade 10 students participate in a twoweek Summer Camp at Ritsumeikan Uji High School in
Kyoto, Japan to witness life in Japan from an educational,
cultural, professional and technological aspect, and interact
with Japanese high school students on a daily basis.
Since 2012, five terms are completed as a part of the
JLTP at the ATHS, with 71 male students and 36 female
students attending the programme during this period.
We hope that in the future UAE students will further
strengthen the bilateral relations between the UAE
and Japan based on their profound understanding of
the Japanese language, culture and through their closeinteraction in the areas of science and technology.

People25

PlanetWe continue to act to minimise carbon emissions fromour operations in line with our corporate KPIs.

Our environmental stewardship is underpinned by precautionary
principle regarding the consumption of water and energy,
air emissions, waste and spills. The environmental issues ofgreatest direct significance to ADOC arise from the inherent
nature of our production processes which results in Green
House Gas (GHG) emissions, flaring, and water/wastewater
generation. In addition to these key focus areas, we also manageother environmental issues associated with our operations
which include waste management, biodiversity protection, spill
prevention, environmental awareness and resource conservation.
We continue to act to minimise carbon emissions from ouroperations in line with our corporate KPIs.
The Hail Field Development lies within the Marawah Marine
Protected Area (MPA). Marawah MPA occupies an area of
4,255 km² and was designated as an MPA by the Abu Dhabi
Ministerial Decree (No. 18 of 2001), which is intended tosafeguard the area from over-exploitation and to provide
protective measures for sensitive habitats, seabird populations,and endangered sea mammals and reptiles. In September 2007,
the area was subsequently declared a World Biosphere Reserve
under UNESCO ‘Man and Biosphere Programme’ because of its
international importance. The Marawah MPA potentially hosts
the densest population of Dugong (Dugong dugon) in the world.
The Hail Shoal lies within the ‘buffer zone’ of the biospherereserve ‘where only activities compatible with the conservation
objectives of the reserve can take place’. Due to this sensitiveenvironmental setting, ADOC is extremely cautious of theenvironmental responsibilities and stringent on managing any
impacts to the surrounding environment.

MANAGEMENT OFENVIRONMENTAL ASPECTSIn ADOC, we have a culture and management systems that makeus mindful of the scarcity of natural resources on which we alldepend. We developed robust 2019 HSE targets and objectives
and closely evaluated them periodically throughout the year. We
have been successful in meeting these targets and objectives.
We are environmentally aware and aim to comply with all UAE
environmental legislation, while complying with all ADNOC COPs
and upcoming standards.
ADOC is committed towards proactive environmental
management and staff engagement. On one hand we incorporate
environmental considerations into our projects, on the other hand
we also implement in-house green initiatives to manage our energy,
waste, water and other environmental issues for existing operations.
As part of our commitment to the environment we have various
on-going programmes to ensure our activities result in minimal
harm to the environment. One such initiative is the Mubarraz
Cleaning campaign.
Since July 2012 ADOC has been running a voluntary activity toclean our shoreline at Mubarraz Island. Till the end of 2019, we havecompleted such 349 campaigns. All staff (senior, junior, contractorsetc.) from across our offices (Tokyo, Abu Dhabi etc.) have been
involved in this campaign.
This initiative resulted in the following HSE, sustainability benefits:• Cost efficiency;• Environment preservation;• Waste collection and proper disposal
This Cleaning Campaign will be continuous to improve theenvironmental and sustainability performance at Mubarraz Island. It
is encouraged by the company management.
In 2019, no instance of non-compliance with environmental
legislation was recorded.

26

Planet27

ENERGY

I nitial c ertification date:
0 5 J uly 2 016

V alid:0 5 J uly 2 019 - 2 1 A ugust 2 021

This is to certify that the management system of

Abu Dhabi Oil Co., Ltd. (Japan)
P. O. Box # 630, Khalidiya, Abu Dhabi, United Arab Emirates

has been found to conform to the Energy Management System standard:

ISO 50001:2011

This certificate is valid for the following scope:
Process Facilities for the production of crude oil in Mubarraz Island andloading for shipment

P lac e and date:
Barendrecht, 12 June 2019

For the is s uing offic e:
DNV GL – Business A ssurance
Zwolseweg 1, 2994 LB, Barendrecht,
Net herlands

We are committed to sustainable and renewable energy usage
and we have incorporated energy management initiatives into
our business. We reduce gas losses through regular maintenance,gas recovery and minimal flaring. The climate in Abu Dhabi is an
excellent means of sustainable power generation and enables us tomaximise our energy generation, reducing costs and increasing theamount of product recovered.
Unfortunately, in 2019, significant amount of renewableenergy could not be generated by utilising solar power due
to maintenance / refurbishment works in a section of the Abu
Dhabi Office. The following graph shows our direct and indirect
consumption for the years 2015 – 2019.

Erie Koek
M anagement Representative

ADOC SNAPSHOT-SHARING EXPERIENCE

Total Direct Energy Consumption(2015 – 2019)

Energy Conservation in ADOC

35

ADOC has established an Energy Management System
based on the requirements of the international standardsof ISO 50001:2011. This is for managing its facilities
through application of the ISO management system in aconsistent manner.

30

In October 2015, the ‘Energy Policy’ and ‘Energy Team’
were established and approved by our General Manager.
On 9 July 2016, ADOC received the ISO 50001
certificate, which was valid till July 2019. In 2019, ADOC
carried out internal energy review meetings and audits.
EnMS re-certification audit was undertaken in May 2019.
ADOC re- Certification was received in July 2019 andvalid up to 21st August 2021. Two (2) EnMS AwarenessTraining sessions were completed in Mubarraz Island in
November 2019 and EnMS Internal Auditor training for
ISO 50001 : 2018 standard also conducted in November
2019.
The forthcoming plans include transition to ISO 50001:
2018 by conducting (i) Gap analysis / assessment (ii)closing of gap analysis findings and (iii) conducting
transition audit.

2.93

2.73

2.83

(in 106 GJ)

20
15
10
5
0
2015

2016

2017

2018

2019

Total Indirect Energy Consumption(2015– 2019)

GHG EMISSIONSThe Graph below depicts the trend of GHG emissions over thelast five years – 2015 to 2019. We were able to control the flaring
emissions in Mubarraz Field that resulted in a 3% decrease in2018 (as compared to 2017 figures). 2019 witnessed a 23% rise in
GHG emissions due to some utility related activities in Mubarraz
island. Fuel gas consumption increased at Mubarraz Island due
to additional heater operation to meet the current operation
demand of Hail field production.

GHG emissions (2015-2019)

20
16.82

16.07

16.79

16.75

16.10

250

15

10

5

244.6

245

240.5

2017

2018

2019

FLARE MANAGEMENT
One of the key success factors of ADNOC’s high environmental
performance is its longstanding zero flaring policy, which has
reduced the volume of natural gas flared by more than 90 percent
since the inception of the company.
In line with this policy, ADOC conducts non-routine flaring(planned and unplanned) in particular events such as emergencies,
shut down and start-up operations only and continuous flaring is
not undertaken in ADOC. The total volume of flared hydrocarbon
for the year 2019 is 75.7 Million Standard Cubic Feet per Year(MMSCFY). The following graph shows a comparative analysis of
our flaring patterns in our sites during the period 2015-2019.
In 2016 we saw a significant increase in gas flared due to theunexpected flaring at Mubarraz Field. This was however tackled
efficiently in 2017 and therefore there was a steep decline notedin the flared gas volumes which remained in the same range inthe year 2018. Overall flaring in 2019 was noted to be reducedby almost 50% in comparison to the previous year due to efficient
flare management.

353.5
350

234.3

300

200
150
100

250
200
150

145.6

130.9

150.0
74.7

100
50
0

0
2016

Zero emissions of Ozone-depleting substances from our sites
in the year 2019. ADOC has retrofitted air-conditioning units
by converting Ozone-depleting compounds (HCFCs) to Ozone
friendly compounds (HFC).

289

50
0

Ozone Depleting Substances

Flared gas volume (2015-2019)

300

2015

28

2.86

25

(in 106 GJ)

In 2014, ADOC started to initiate implementation(Phase 1) of Energy Management System Manual andProcedures throughout the company. In 2015, ADOC
conducted Energy Management System awareness andInternal Auditor training to all key personnel involved ininternal and external audits.

3.01

As part of its sustainability goals, ADNOC plans to decrease its
greenhouse gas (GHG) emissions intensity by 25 percent by 2030,
strengthening its position as one of the least carbon-intensive oiland gas companies in the world. At ADOC, one of our key goals isenergy efficiency through continuous improvement. ADOC energy
management system incorporates measures to promote energy
efficiency. We have taken steps to increase operational efficiency
and reduce our overall operational GHG emissions.

(CO2 equivalents in 103)

Lack of fulfilment of conditions as set out in the Certification Agreement may render this Certificate invalid.
ACCREDITED UNIT: DNV GL Business As surance B.V., ZW OLSEWEG 1, 2994 LB, BARENDRECHT, NETHERLANDS. TEL:+31102922689. assurance.dnvgl.com

Climate Change

Direct GHG emissions data includes annual emissions of CO2
and CH4 from power generation, combustion processes andflaring. These values were computed by converting to tonnesof CO2 equivalent values based on the ‘Methods for Estimating
Atmospheric Emissions from E&P Operations – Report No.
2.59197, September 1994, E&P Forum).

(Value in MMSCFY)

C ertificate N o:
2 0 2 822-2016-AE-ARE-RvA

Our energy requirements are met through both direct andindirect energy consumptions in our operations. Direct energy
requirements are generated internally while our indirect energy
requirements are fulfilled by the external source - Abu Dhabi
Water and Electricity Authority (ADWEA).

This illustrates a stable direct energy consumption throughout
the period. Modest increases in consumption noted in 2015 and2017 due to the increased number of projects in Mubarraz and
Hail field development, respectively. The consumption of directenergy decreased by 5% in 2016, as compared to 2015. Despite asignificant increase in activities, 2017 showed a marginal increase of
direct energy consumption of 3%. This is attributed to the energy
management initiatives undertaken by ADOC. We have beenable to maintain the energy consumption despite increasing the
production. Due to the reinforcement of the & behavior change
activities, 2019 witnessed a further decline of 4% in the indirectenergy consumption.

2015

2016

2017

2018

2019

2015

2016

2017

2018

Planet2019

29

Kitchen/ food wastes,
Office waste

Incineration at Mubarraz and CFP;
Incineration ash sent to BeAAT

Other non-hazardous Wastes
from Mubarraz and CFP

Removed using Tadweer-approved
Environment Service Provider (ESP)WASTE MANAGEMENT
Effective waste management can not only be beneficial to the business by saving money, butalso be beneficial to the environment at the same time. ADOC adheres to legal obligations
to effectively manage and dispose of its waste. We understand the importance of disposing
waste in a responsible, safe and ethical manner.

HAZARDOUS & NONHAZARDOUS WASTE
Waste (hazardous and non-hazardous) generated as a result of ADOC’s operations in Abu
Dhabi, Mussafah, CFP and Mubarraz Island. Our waste management systems are in line with
ADNOC’s Code of Practices and Federal Regulations of the Emirate of Abu Dhabi. The
table below details the different types of hazardous and non-hazardous wastes generated in
ADOC.

Cleaning Campaign

Types of Hazardous and Non-hazardous wastes generated in ADOC

Empty chemical containers, Asphaltene,
Petroleum Hydrocarbon (PHC) sludge,
Waste Oil, Grit Blast & Swarf, Tube Light,
Incinerator Bottom Ash, Contaminatedcotton Rags, Used Filter, Waste Oil,
Paint Residues, used batteries, lab
chemicals and barrels, asbestos, etc.

Non-hazardous wastes
from Abu Dhabi Office

Food/kitchen waste

800

Packaging (bottles, glass, Polyethylene
Terephthalate bottles, etc.)

700

Metals and metallic sheets
Wood waste (wooden pallets,
hardboard plywood)
Office Waste

Waste Disposal Methods

Removed using Tadweer-approved
Environment Service Provider (ESP)

Medical Waste from all assets

Removed using Tadweer-approved
Environment Service Provider (ESP)30

Hazardous Waste sent to BeAAT

Non-Hazardous

In 2019, the quantities of hazardous wastes sent to Central Environment Protection
Facility (BeAAT) was 415 tonnes. 579 tonnes of non-hazardous wastes weregenerated at ADOC sites. The amount of non-hazardous wastes generated
varies depending on the manpower present in Mubarraz. The following disposal
mechanisms are currently being used for the different type of wastes:
Data has been collected for the hazardous wastes over the last five-year period. As per
the graphical representation below, there have been significant variations in the datareported for the hazardous wastes being sent from our facilities. Compared to 2016,
hazardous waste sent in 2017 increased by approximately 75%. Hail Commissioning
and operation in 2017 resulted in increased waste quantities that subsequently
declined in 2018 by 12%). A further 26% reduction in wastes was noted in 2019.
However, this can be attributed to lesser wastes being sent to BeAAT from offshore.

Water withdrawal
1800

690
587

600

522

500

415

400

1482,3

1600

335

300
200
100

(Value in 103 cubic meters)

Sent to BeAAT

Hazardous(tonnes)Hazardous Waste from
Mubarraz and CFP

1400
1200

1185,01592,6

1650,1

20182019

1210,7

1000
800
600
400
200

0

0
2015

2016

2017

2018

2019

SpillsNo serious/ reportable spill related incidents wererecorded in 2019. Spill management and recovery
are part of ADOC’s emergency response plans.

WATER & EFFLUENTS
Water withdrawal
ADOC’s conservation principles adopt the approach of minimisingwater usage wherever possible. The following graphs show
the quantities of water withdrawal for the years 2015-2019.

2015

2016

2017

There is an increasing trend noted in the water withdrawal patternsince 2014. The increase has been due to maintenance activities
in the worker camps and increase in number of personnel
in Mubarraz Island. Compared to 2017, water consumption
has increased by 7% in 2018 and a further 4% in 2019.

Water discharges
In 2019, ADOC discharged 1,255,329 m3 of water (generated
as a result of reverse osmosis desalination) into the sea.
The Mubarraz Sewage Treatment Plant (STP) successfullycompleted its modification and commissioning in 2017. It
is operational since August 2017. In addition, new STP in
CFP was installed and became operational in 2019.
Planet31

BIODIVERSITY
We understand the importance of biodiversity and actively
engage in conservation of our environment. Environmental
conservation is a crucial part of our sustainability goals. We
believe that for us to develop and operate our oil fields in a
responsible manner, there should always be a balance between
development and environmental protection and conservation.
Preserving sensitive habitats and protecting endangered species
are an important part of this. We have committed ourselvesto conservation of natural resources, ecosystems, wildlife andtheir habitats. ADOC’s projects have interactions with theprotected marine area of Marawah, which is recognized asa biosphere reserve by UNESCO since November 2007.
The habitats on Marawah include seagrasses, mangrove, coral
reefs, coastal sabkhas1, rocky seashores, sandy seashores androcky ridges. Such that the area is teeming with biologicaldiversity that is of global importance, particularly where thesecond largest population of the Dugongs (Dugong dugon)
is known2 and where globally threatened (based on IUCNRed List3 turtles including the Critically Endangered Hawksbill(Eretmochelys imbricata) and the Endangered Green Turtles(Chelonia mydas) are known to forage4. The area is also known
to support many species of fishes and migratory birds.

Mangrove plantation
Since 1983 ADOC has committed itself to the Mangrove
Plantation Campaign on the Mubarraz Island. The plantation
is an essential part of the preservation of Mubarraz
Island’s ecosystem. Mangroves provide a buffer system
between land and the sea and thus assist in stabilizingthese sensitive areas and maintain water quality.
A steady growth has been observed in the mangrove coveragedue to proper planning, installation of a nursery, site selection, andsite preparation. Our personnel have been involved in continuous
surveillance, use of protection measures, and monitoring,using modern technologies. The campaign has improved theenvironment for small thalassic creatures such as shrimps andcrabs. The island is also a haven for numerous migratory birds. A
total of 21,542 saplings were transplanted in 2019.
From the year 2005 to the end of 2019, ADOC has planted a totalof 519,099 saplings in the Mubarraz Island.
1a n area of coastal flats subject to periodic flooding andevaporation which result in the accumulation of aeolian clays,
evaporites, and salts, found in North Africa and Arabia.

2

E AD, “Sheikh Zayed Protected Areas Network,” [Online]. Available: https://www.ead.gov.ae/en/discover-our-biodiversity/sheikh-zayed-protectedareas-network. [Accessed 27 June 2020].

3

IUCN, “The IUCN Red List of Threatened Species. Version 2020-1.,” 2020.
[Online]. Available: <https://www.iucnredlist.org>.

4

 NESCO, “Ecological Sciences for Sustainable Development: BiosphereU
Reserves - Marawah,” [Online]. Available: http://www.unesco.org/new/en/
natural-sciences/environment/ecological-sciences/biosphere-reserves/arabstates/united-arab-emirates/marawah/. [Accessed 26 June 2020].

MUBARRAZ MANGROVE STUDIESIn view of the highly variable success rate of the mangrove planting
efforts at Mubarraz the following studies were conducted:• Assessing survival of 300 relocated mangrove trees and saplings,
six months after their excavation and replanting;• Conducting detailed hydrological investigations of tidal
inundation characteristics in artificial channels and at othermangrove sites along the causeway and island; and• Establishing a (long-term) mangrove health monitoring program
These studies were conducted in order to meet the following
objectives:• To evaluate the success of a large-scale mangrove relocation
project that excavated 300 mangrove trees and saplings fromtwo proposed new culvert sites and replanted them in a newlydug artificial channel elsewhere along the causeway;• To better understand on the role of tidal inundation in
determining the success/failure of mangrove plantings andprovide recommendations for future planting programs; and• To establish mangrove monitoring sites for long-term monitoring.

plant size on the survival of the relocated trees/saplings.
In addition, two control plots (with mangroves that had not been
excavated) at sufficient distance (>300m) away from the culvert
construction sites were also monitored. Survival, In view of thehighly variable success rate of the mangrove planting efforts at
Mubarraz the following studies were conducted:• Assessing survival of 300 relocated mangrove trees and saplings,
six months after their excavation and replanting;• Conducting detailed hydrological investigations of tidal inundation
characteristics in artificial channels and at other mangrove sites
along the causeway and island; and• Establishing a (long-term) mangrove health monitoring program
These studies were conducted in order to meet the following
objectives:• To evaluate the success of a large-scale mangrove relocation
project that excavated 300 mangrove trees and saplings fromtwo proposed new culvert sites and replanted them in a newlydug artificial channel elsewhere along the causeway;• To better understand on the role of tidal inundation in
determining the success/failure of mangrove plantings andprovide recommendations for future planting programs; and• To establish mangrove monitoring sites for long-term monitoring.

ADOC Publishes Scientific Paper on Mangrove Plantation Activity
ADOC has obtained recognition in the academic field forproving that mangrove plantation is vital for environmental
conservation in Arabian Gulf. The results demonstratethat planting mangroves on dredged material is feasible(even under extreme climatic conditions) and may offera cost-effective alternative for shoreline protection, withadded benefits for biodiversity through the creation of new
habitats.

CSIRO PUBLISHING

Marine and Freshwater Researchhttps://doi.org/10.1071/MF19289

Mangrove planting on dredged material: three decadesof nature-based coastal defence along a causeway in
the Arabian Gulf
Paul L. A. Erftemeijer A,E, Titus Agastian B, Hiroshi Yamamoto B,
Marion L. Cambridge A, Roderik Hoekstra C, Geoff Toms D and Satoshi Ito B
A

The UWA Oceans Institute and School of Biological Sciences, University of Western Australia,
35 Stirling Highway, Crawley, WA 6009, Australia.
B
Abu Dhabi Oil Co. Ltd (Japan), PO Box 630, Abu Dhabi, United Arab Emirates.
C
Deltares, PO Box 177, NL-2600 MH Delft, Netherlands.
D
Deltares Middle East – Gulf Area, c/o GASOS, Bin Hamoodah Tower, 16th Floor, Capital Centre,
Khaleej Al Arabi Road, Abu Dhabi, United Arab Emirates.
E
Corresponding author. Email: paul.erftemeijer@uwa.edu.au

32

Abstract. Nature-based coastal defence approaches are increasingly being explored to protect shorelines from erosion andclimate change-related threats such as sea level rise, storms and coastal flooding. At Mubarraz, near Abu Dhabi in the
Arabian Gulf, mass plantings of .500 000 nursery-reared seedlings of the mangrove Avicennia marina were conducted over
30 years in response to erosion of an artificially created, 17-km-long causeway of dredged material. Planting efforts resulted
in successfully established mangrove vegetation along 6.7 km of shoreline, covering an area of 16.5 ha. Survival rates ofplanted mangrove seedlings to healthy saplings or trees were in the order of 26% averaged over all years, with best results
obtained at planting sites established in artificial tidal channels excavated parallel to the causeway, ensuring appropriate tidalhydrological conditions. The mangroves and causeway have attracted a high diversity of birds (48 species), some of whichbreed on the island, and there are significant densities of crabs and gastropod snails in the mangroves. These results
demonstrate that planting mangroves on dredged material is feasible (even under extreme climatic conditions) and may offera cost-effective alternative for shoreline protection, with added benefits for biodiversity through the creation of new habitats.

300 mangrove trees and saplings were relocated in August 2019from two proposed culvert sites (where they had been planted
several years earlier) to a newly created channel further south
along the causeway near the main island. A detailed experimental
design of the (re)plantings in the channel allowed for the testing of
the effect of tidal inundation (its duration), freshwater treatment(high and low dosage, added daily by fire truck at low tide) and

Planet33

Conclusions and Recommendations

Evaluation of hydrology at selected mangrove
planting sites
To evaluate the importance of tidal hydrology in determining the
success of mangrove planting efforts, measurements were madeof the tidal inundation characteristics (durations and depths) ina number of selected mangrove channels (and other relevant
mangrove planting sites) with the use of water level loggers(known as ‘divers’), suspended in PVC tubes (acting as still wells)
that had been installed at representative locations amongst the
mangroves. Optimum tidal inundation for Avicennia marina, themangrove species planted on Mubarraz, has been reported torange between 250 and 400 minutes per day (Van Loon et al.,2007; Van Loon et al., 2016). The loggers used measure waterpressure which varies based on the depth the loggers aresubmerged and allows for tidal inundation to be calculated. A
total of three of these ‘diver’ loggers were used, one of which was
deployed in the open sea (shoal) as a reference logger to compare
data with tidal chart datum and was used to correct for tidal timeand magnitude differences with data from channel loggers. The
dataset covered a complete spring-neap tidal cycle (of ‘open sea’water level fluctuations) and was used (against the water level
data collected at the individual sites) to enable calculations of theaverage daily tidal inundation period for each site. All water loggers
were deployed on a string inside a polyethylene pipe, acting as a34

still well to prevent the logger readings being influenced by windor water movement. Pipes rested on the substrate with theirbottom end covered with cloth to prevent sediment intrusionand secured to metal stakes to prevent movement with tides andweather.
In addition, measurements were made of the tidal (depth)
positioning of the bed level of mangrove channels (and otherrelevant mangrove sites) relative to mean sea level with theuse of auto-levelling equipment. Along with the water logger
measurement data, these were then compared against the critical
window of suitability of inundation tolerance for the mangrove
species Avicennia marina, to see if the bed level of a respective
channel is either too deep, within the correct range, or too shallow.
Water level and bed level measurements were made in a selectionof channels including those with successful mangrove plantings
and those where the planting has been particularly unsuccessful,in order to evaluate whether there is a significant relationshipbetween channel hydrology and mangrove planting success.

Mangrove monitoring program
For the establishment of a long-term mangrove monitoring
program at Mubarraz, six permanent monitoring plots were
established at representative mangrove planting sites along thecauseway and island. Mangrove health attributes were surveyed
within these plots using widely accepted methods from mangrove
monitoring programmes using standard techniques (English et al.,
1997; Kathiresan, 2001; Duke, 2009). The mangrove vegetation
structure was described, including the total number of trees,
estimated height, stem circumference (to derive stem diameterfor the calculation of basal area), presence and number of saplings& seedlings, as well as the density of pneumatophores and theircondition. Evidence of flowering/fruiting by the mangroves was also
recorded, as well as the density of propagules, gastropod snails andcrab holes in/on the forest floor (if any), and the sediment type.
Lastly, evidence of disturbance (including physical damage to thevegetation, presence of oil/tar balls, plastic and other debris) was
also assessed in the plots. This assessment can then be repeated infuture years (preferably around the same time of year) to evaluate
planting success/survival and detect trends of change (e.g. increase,stability or decline) in relation to natural disturbances, climatechange or ADOC’s operations.

Mangroves have been planted along the shorelines of Mubarraz
Island and causeway since 1986. These planting efforts (of a totalof nearly 500,000 seedlings to date) have resulted in successfully
established mangrove vegetation along 6.7 km of shoreline,
covering a total area of 16.5 ha (Erftemeijer et al., 2020). Survival
rates of planted mangrove seedlings to healthy saplings or trees
were in the order of 26% averaged over all years, but has been
variable between sites. Plantings of tens of thousands of nurseryreared mangrove seedlings in artificially-dug channels parallel along
the causeway had variable success rates (in terms of survival andgrowth), ranging from near-total failure in some channels to >90%
success in others. Upon analysis, previous investigations suggested
that this may be related to the depth of the excavated channels(which seemed to vary significantly between channels), potentiallyresulting in inappropriate tidal hydrology for the mangroves insome of the channels. Hydrological investigations conducted during
the present survey (using ‘diver’ water loggers) suggest that someof the channels are probably too deep, resulting in prolonged
periods of inundation (sometimes well over 400 minutes perday) that exceed the tolerance limits of Avicennia marina (themain mangrove species planted). It is recommended to make thechannels shallower at sites where the mangrove plantings havelargely failed.

Monitoring of the 300 mangrove trees and saplings that had been
relocated in August 2019 from two proposed culvert sites to a
newly created channel further south along the causeway near
the main island, revealed ~33% survival, which is in accordance
to expectation. There were no significant effects (yet) of tidal
inundation duration, freshwater treatment and plant size on thesurvival of the relocated trees/saplings. Monitoring results at six
representative sites (including both older stands and more recently
planted mangrove stands in channels along the causeway) showthat the mangroves at Mubarraz are in good health and growing/
expanding, with healthy(natural) recruitment of seedlings in theolder (more mature stands) and good seedling/sapling survival in
the younger stands.

Planet35

Coral preservation
Coral reefs provide numerous ecosystem services such as
fisheries and shoreline protection from the damaging effectsof wave action and provide habitats and shelter for many
marine organisms. Coral reefs whilst offering these ecosystemservices are sensitive to varying water temperatures. ADOC
has been involved in investigating the possibility of propagatingcoral at Mubarraz from as early as 2008. During the period
March 2019 – May 2019, monitoring of corals and seagrass
was carried out with the help of internal resources.
ADOC is planning to conduct exploratory diving activities in
Mubarraz Island, using locally based subject matter experts
to identify the future scope for the coral preservation andpropagation potential considering the changes in the average
weather patterns in the region due to climate change.
Research reveals that it is not practical to restore naturalcoral reef around Mubarraz Island due to the following:• South east of Arabian Gulf (including Mubarraz
island) is the most severe environment for corals in
the world and has highest ratio to suffer marine heatwave, which has close link to coral mortality.
• It requires more than 9m depth for coral recovery site
to keep preferable temperature to achieve some coral
recovery activity in Abu Dhabi Shoreline. Of note, all
the Mubarraz coral sites are shallower than 9m.

Sea grass propagation

MUBARRAZ SEAGRASS STUDIES
Monitoring sites
Healthy meadows (both sites)
WEST : 29% cover mainly Halophila ovalis
EAST : 35% cover Halodule uninervis (dominant)But also Halophila ovalis & Halophila stipulacea(important for sea turtules and dugongs)

Similar to the coral reefs, monitoring of sea grass
occurred in February 2017 with Japanese expert
and in 2018-2019 with internal resources.
In 2019, ADOC analysed available satellite imagery (>30 years)
to map and evaluate short-term (year-to-year) variability andlong-term (decadal) trends in seagrass distribution on Mubarraz
Shoal. Ground-truthing of seagrass mapping was undertaken
through a semi-intensive field programme of spot-checks. GIS
map analysis of 13 Remote Sensing Images of Mubarraz (1984–2019) for sea grass coverage and mapping of seagrass extent(year-to-year dynamics) was conducted in December 2019.
The results reveal that in 2019, the seagrass in Mubarraz Island
was noted to be in good condition. This finding conforms
with several scientific reports which suggest that seagrass isable to recover quickly without much active interventions.

The aim of the Seagrass studies was to evaluate the loss of seagrass due
to climatic effects and confirm its subsequent recovery in 2019.

In addition, a seagrass seed bank assessment was conductedacross Mubarraz shoal by seed density analysis to evaluate theresilience of the seagrass beds to recover from disturbances.

• Seed bank assessment: Sieving & microscope analysis of 60
sediment samples

Methods for Seagrass Assessment• GIS analysis: 13 Remote Sensing Images of Mubarraz (1984 –2019): mapping of seagrass extent (year-to-year dynamics)• Ground truthing: Spot checks at ~34 sites to confirm seagrasspresence/cover/species.
• Monitoring sites: Seagrass health assessment along 50m
transects (3 East, 3 West)

Ground truthing sites
WEST : 14 of 22 sites with seagrass
EAST : 11 of 12 sites with seagrass

GIS analysis Sea Grass East
1940
Hectares

Different sea grass species assist in determining the conditionof coastal ecosystems. Sea grasses are a vital part of themarine ecosystem, providing numerous ecosystem services
including stabilising the sea bottom, maintaining water quality
and providing food and habitat for other marine organisms.

The ‘Sea grass propagation Project’ was commenced in June2007 by ADOC. The project included surveys of conditions ofsea grass vegetation surrounding the Mubarraz Island followedby the selection of transplantable water areas and expanding
the sea grass populations by means of transplantation andproliferation. Our Japanese specialists implemented newtechnology to develop and enhance the growth of marine
biota which indirectly helps maintain the marine food chain to
aid the expansion of the marine habitat. Mattresses with chainswere installed in 2014 in a bid to further propagate the sea
grass in the area. The mattresses add a solid ground for growth
and are securely held in place with the addition of chains. We
continue to monitor the progress of sea grass propagation.

1920

Seed bank analysis

1900

WEST : 157 seeds per m2 (3 species, especially Halophila ovalis)

1880

EAST : 56 seeds per m2

1860
1840

2014

2015

2016

2017

2018

2019

2014

2015

2016

2017

2018

2019

2013

2012

2011

2010

2000

1800

1990

1820

GIS analysis Sea Grass West2500

Hectares

2000
1500
1000

36

2013

2012

2011

2010

2000

0

1990

500

Planet37

ENVIRONMENTAL IMPACT OF TRANSPORTATIONADOC continues to monitor emissions as a result of transportation activities such as transport of equipment, materials andpersonnel. Road vehicles, helicopters, and marine vessels are our primary transportation mechanisms. We are taking proactive
measures to reduce our footprint resulting from transportation and carry out regular preventive maintenance of our transportation
fleet to preserve their fuel efficiency. There were no reportable spills recorded or significant wastes generated from our vessels.

to any related events such as oil spills which aregoverned strictly by the MARPOL regulations.
Capt. Azmi Asalibi
Marine Supervisor,
Mubarraz Marine, Offshore
Operating Department

Satellite imagery analysis and field work in 2019 confirmedthat there has been remarkable recovery of some 1,000
ha of seagrass (mainly by Halophila ovalis) on the western
shoal in 2019, most likely through recolonization fromseeds, although vegetative regrowth from surviving rhizome
fragments may also have contributed. Sampling across thewestern and eastern shoal during this survey confirmed
the presence of a seed bank (especially of Halophila ovalis,but seeds of Halodule uninervis and Halophila stipulacea werealso encountered in the samples). The overall results showthat the seagrass meadows of Mubarraz are in good health38

and show a high level of resilience (able to rapidly recoverfollowing a significant impact or die-off). This was further
confirmed by the observation of large numbers of grazing
green turtles (149 nos.) during the December 2019 survey.

Osprey preservation
We have been continuously carrying out monitoring andpreservation of the Osprey inhabiting Mubarraz Island since theyear 2005. To further enhance the growth of the inhabiting Osprey,artificial osprey nests were installed around Mubarraz and AR Site
Terminal Islands where these nests are periodically monitored.
The average number of monthly osprey sightings in 2019 was 25.

Osprey Monitoring
Number of Osprey sightings

The seagrass meadows at Mubarraz Island presently cover
approximately 4,240 hectares. These meadows are composedof three opportunistic seagrass species (Halodule uninervis,
Halophila ovalis and Halophila stipulacea) and constitute animportant feeding habitat for a thriving population of Green
Turtles (Chelonia mydas)and for significant numbers of dugongs(Dugong dugon) and Indo-Pacific Hump-back Dolphins (Sousa
chinensis). The meadows are also important as nursery habitatfor (commercially important) fish, crustacean and shellfish
species. The seagrasses also stabilise the sediments on the shoal,
thereby reducing problems of erosion and siltation. The results
showed a significant die-off event in 2017-18, which resulted in
the loss of some amount of seagrass from the western shoal, as
revealed by both remote sensing image analysis and field surveys.
This decline may have been related to the significant heat-wave
during 2017, which was also responsible for mass bleaching
and mortality of corals throughout the Emirates. Researchsuggests that it is possible that the die-off at Mubarraz wascaused by a combination of sustained high water temperatures(for several weeks) and low light conditions (possibly as aresult of increased resuspension of fines in shallow areas on
the shoal due to a period of strong wind-wave action).

35
30
25

25

25

25

25

2015

2016

2017

2018

27

As the Marine Supervisor (OP-PT-MUB), I am responsible
for ensuring the functionality of all marine equipment,
maintaining of all assets, effective execution of Helicopter
operations, SPM Loading Terminal and boat transport.
I ensure that all vessels are operated in accordancewith good marine practice, in compliance with theCompany’s Procedures and Rules, and in accordancewith all local and international laws and regulations.
I am in-charge of tanker loading operations and as
part of my duties I ensure effective coordination andmonitoring of marine contractor performance.
I always motivate staff to achieve high standards andpromote team cohesion. I exert efforts to make sure
all transportation activities by boat and helicopter
are following relevant operational procedures andinstructions so that work is carried out in a controlled,effective and consistent manner as per set standards.
Contributing towards Safe and Reliable Operations
ADOC has an excellent marine team that ensures
the terminal operations (tankers, SPM) are conductedsafely. There is a deep sense of responsibility andownership amongst all team members with respect

20
15

Meetings and training sessions are held regularly for staff
awareness and to keep them abreast of all regulations.
Daily checks are also carried out at loading/un-loading
areas (with guided safety checklists) to maintain safe
operations. Tool-box talks and appropriate signage is
instrumental in adhering to ADOC procedures and local
and international regulations. We regularly perform
all necessary drill related for our operation in orderfor us and other concern department to enhance ourcapabilities to response in emergency situation.
Strict compliance on the use of life saving floatation
device is implemented to all boats entering ADOC’s
field. The requirement of SOLAS is in line with thestrict rules prescribed by ADNOC and ADOC HSE.
All personnel engaging in helicopter operations arecompetent with appropriate training and valid certificatesas HLO and HDA as required by regulation.
2019 Success Stories• We successfully completed 700 nos. of oil shipments
without any spill events or other HSE issues in 2019.
A total of 11,917,804 bbls. of crude oil was shipped.
• During the project of desludging / cleaning sludge
disposal and overhauling of oil storage tanks by
PJ Dept. contractor, they transported sludge oilin the tanks (shipment for oily deposits) which
are characterized as dangerous goods (DG). The
transportation of 82 shipments of the DG wascontinuously supervised and the operation wascompleted smoothly and safely without any spill events.

10
50

The graph above shows the trend in osprey monitoringin ADOC. Over the last five years, there has been
continued focus in the monitoring of ospreys.

2019

ENVIRONMENTAL IMPACT OF PRODUCT AND SERVICES
Once the crude oil is loaded into tankers at our SPM facility bound for Japan, ADOC responsibility
comes to a close. Therefore, this section is not applicable to ADOC’s operations.
Planet39

Health& Safety
Safe and stable operations are the most vital components ofour business. We are so proud of achieving no serious incidents
or injuries throughout 2019. Since the commencement of
the production from Hail in the late 2017, our production is
ongoing smoothly without any serious accidents or injuries.

Our robust Health, Safety and Environment Management System(HSEMS) ensure our ethos of "Safety First Think before Act" isinstilled in the hearts and minds of all that work for us. Our HSEMS
procedures are routinely reviewed with involvement of our HSSE
Committee and Sub-Committee ensuring that any suggestions or
outcomes are correctly implemented and followed up on.

ADOC’S HSEMS
Prevent incidents,
eliminate or
reduce hazards
and improve HSE
performance at
operational sites

Ensurecompliancewith legislativerequirements

Provide a platform
for continuous
improvement

All areas and operational
aspects at the locations thathave the potential to affectthe health and safety ofpeople or the environment

All relevant legislationand other requirements

All elements of
HSE Management

Our HSSE Policy forms the core of the company’s strategic
objectives. The Corporate targets and Key Performance
Indicators (KPIs) are also based on these commitments. ADOC’s
sustainability targets are embedded within our HSE targets.

40

All HSE related policies are reviewed and approved by theGeneral Manager. HSE targets are discussed at HSE Committee
meetings and progress on achieving these targets reviewed.
In 2019, we revised our previous policy. The basic
structure of the Policy remains the same as previous
year and includes the following distinct sections:

Environment

HSSE (General)

Health, Safety& Security

The new elements to the Policy content include:

Encouraging all personnel toput forward HSSE initiatives by
providing opportunities for theircompetency development

Due to the comprehensiveness and breadth of the Policy,
there were no significant changes in the Policy in the year
2019. The update to the Policy included the element of‘encouraging all personnel to put forward HSSE initiatives by
providing opportunities for their competency development’.
Health & Safety41

ADOC always believes in sharing of lessons learnt from safety
initiatives is a great way to develop knowledge and competency
related to safety issues.
Key issues that are most often classified under the social sphere ofsustainability is occupational health and safety and labour relations.
In ADOC, our prime focus is on the promotion of the safety,

health, and welfare of workers. Our risk management systems
will ensure we maintain a safe working environment. Our healthprogrammes not only focus on physical health of our employees
but as an employer we are also concerned with our employee’s
psychological and social health issues.

)‫شـــركة نفــــط أبوظبـــي المحـــدودة (اليــابان‬
ABU DHABI OIL CO., LTD. (JAPAN)
To maintain safe and stable operations with continuous improvement of health, safety,
environment, and sustainable performance, ADOC is committed to:Manager, Health, Safety &Environment Department

I am in the position of HSE Manager since 2018
April. My career started with assignment in a refinery
in Japan, following which I have worked in different
sectors such as Business development of powerplant
as well as the renewable energy sector. My areas offocus include HSEMS systems, HSEIA study, NORMManagement, etc. During my tenure as an AssistantManager with ADOC’s parent company, I have been
involved in accident investigations committee of highrisk incidents including LPG tank explosions.
With a rich background in safety and deep understandingof risks involving the oil and gas environment, in my role asa SE Manager I lead the department. I have played therole of operation Production Manager and HSE manager
in refining industry before which provides a uniqueexperience and helps me introspect all HSE issues with
an open perspective. I believe not only having technicalknowledge but also communicating with each other andprioritisation of issues is important in addressing them.
Leading by Example
In the SE team, we always walk the talk ‘Safety First,
Think before Act’ and lead by example. We believethat what has not been identified cannot be acted
upon. Therefore, we focus on hazard identification
throughout the full lifecycle of the project.
SE Department is responsible for the creation anddevelopment of Company-wide procedures and rules
related to safety. However, for the procedures to beeffective, it is crucial that staff and contractors follow
these at all times. SE Team maintains physical interaction
with site personnel through HSE Patrols. This not only

42

encourages staff and provides them an opportunity toraise any observations/ concerns but also allows the SE
team to identify any unsafe working conditions. As partof the SE Department’s role, we ensure that incidents
are reported, and lessons learnt shared. We motivate
the staff by announcing ‘Employee of the Month’ torecognise the safety consciousness of the staff. Safety
recognition schemes are also extended to reporting of nearmisses and reporting using Safety Observation Cards.
Objectives and Targets
Our HSE Performance and targets are linked to
the Company business targets (short and longterm) and are aligned with the 3/5 year strategy.
Every year once the business targets are finalised,
the HSE objectives and targets are also set.

‫من أجل الحفاظ على عمليات آمنة ومستقرة مع التحسيـــن المستمـــر للصحة والسالمــة‬:‫ تلتزم أدوك بما يلي‬،‫والبيئـــة واألداء المستدام‬HSSE in General
Providing a proactive HSE Management System and a Security Management
System which ensure that all necessary steps are taken to protect our people, thecommunity, and the environment.

‫توفير نظام إدارة الصحة والسالمة والبيئة االستباقي ونظام إدارة األمن الذي يضمن إتخاذ‬.‫ والبيئة‬،‫جميع الخطوات الالزمة لحماية أفرادنا والمجتمع‬••Enhancing an organizational HSSE culture with commitment to “100% HSE”
which involves contribution and participation of all personnel.

‫ للصحة‬%100" ‫تعزيز ثقافة الصحة والسالمة واألمن والبيئة التنظيمية إلتزاما بسياسة‬.‫والسالمة والبيئة" التي تتضمن مساهمة ومشاركة جميع الموظفين‬••Encouraging all personnel to put forward HSSE initiatives by providing
opportunities for their competency development.

‫تشجيع جميع الموظفين على طرح مبادرات الصحة والسالمة والبيئة بتأمين الفرص‬.‫لتطوير كفاءاتهم‬••Ensuring compliance with ADNOC Codes of Practice, all applicable laws,
regulations, and international standards.

‫ ولجميع القوانيــن المعمول بها وللوائح‬،‫ضمان االمتثال لمدونــة الممارسات ألدنوك‬.‫والمعاييــر الدولية‬••Identifying HSE hazards/aspects and minimizing their risks/impacts to the businessthrough effective controls.

‫تحــديــد مـخاطــر الصحـــة والسالمـة والبيئـــة وتخفيض هذه المخاطر والحد من تأثيرها‬.‫على العمل من خالل السيطرة الفعالة‬••Mr. Hiroshi Yamamoto‫ســياســة الصحـــة والســالمـة واألمـــن والبيئـــة‬Health, Safety, Security and Environment (HSSE) Policy

•
•
•

•

Health, Safety, and Security
Providing a healthy and safe working environment by controlling occupational
health hazards and safety hazards.

‫الصحة والسالمة واألمن والبيئة بشكل عام‬‫الصحة والسالمة واألمن‬‫• توفيــر بيئــة عمـــل صحيـــة وآمنة مـــن خــالل السيطرة على المـخاطــر الصحيـــة‬.‫المهنيـــة ومخاطر السالمة‬Achieving reliable operations by managing the process safety and the integrity ofassets.

.‫تـحقـيــق عـمـليــات مــوثـوق بـهـا عــن طريـــق إدارة ســالمـــة األصـــول‬•Ensuring the safety and security of our people during any emergency, crisis, orbusiness disruption.

‫ وخالل أي أزمة أو أي تعطل‬،‫ضمان ســالمـــة وأمـــن أفرادنــا خـالل أي حالـــة طارئـــة‬.‫لألعمال‬•Environment
Adopting the best available technologies and practices to maintain sustainable
environment.

‫البيئة‬‫اعتمـــــاد أفضل التقنيــــات والممارســــــات المتـــــاحـــة لتــــأمــيــن بـــــيـــئـــة‬.‫مســتــدامــــــــة‬_____________________________________________________________________

January 2019

Hiroyuki Yamamoto
Representative & General Manager‫هيرويوكي ياماموتو‬‫الممثــــل والمديــــر العــــــام‬•2019 ‫يناير‬2019 Achievements
In 2019, the SE team had the opportunity to collaborate
with one of the environmental specialists in the
Region to investigate the importance of mangrove
plantation in line with the relevant ADOC initiatives.
A Scientific Paper with the findings of the Study was
published in the journal CSIRO Publishing (Marine andFreshwater Research). The results demonstrate thatplanting mangroves on dredged material is feasible(even under extreme climatic conditions) and may offera cost-effective alternative for shoreline protection, withadded benefits for biodiversity through the creation of
new habitats. ADOC has ambitious targets on continuing
the Mangrove Plantation Campaign in the near future.

Safety Management Principles

Routine review
of procedures
and systems
HSEMS
Implementation

In 2019, the five-year updating and revalidation of the
HSEIA for the entire facility was successfully completed.
Another important achievement includes the introduction
and roll-out of ‘EASI Doc’ System. ADOC shifted froma paper-based system to a software-based applicationto access all important HSE related information(including relevant forms and checklists) in a central
online platform. This not only resulted in increasing
the efficiency of the staff, but also helped in greatly
reducing the environmental impacts from paper usage.

Conducting
awareness
Sessions

Promotionof Management
Systems

Health & Safety

43

ADNOC SAFETY DAY CAMPAIGN
SAFETY LEADERSHIP

Safety Performance
We assess and monitor our safety performance through several
parameters as defined in ADNOC COPs. The progress is reported
quarterly, as well as annually. We believe it is our proactive approachand implemented safety management system that works towards
reducing the likelihood of our employees being harmed at work. In
2016, the number of LTIs recorded for the contractors was above
our Corporate KPI. We have undertaken root cause analysis of such

events and implemented a Safety Awareness programme since May
2016 which continued through the last three years.
In the year 2019, thanks to the improvement of ADOC’s safety
awareness programmes, we are delighted to report that there
were zero incidents. We will continue to execute our operations
with a 100% sense of safety awareness. The summary of our safety
performance is shown below.

2015

2016

2017

2018

2019

CORPORATEKPI FOR 2019

ADOC

0

0

0

0

0

0

Contractor

0

0

0

0

0

0

ADOC

0

0

0

0

0

0

Contractor

4

8

2

0

0

≤3

ADOC

0.0

0

0

0

0

≤ 0.0

Contractor

1.24

1.56

0.23

0.00

0.00

≤ 0.66

ADOC

0

0

0

0

0

0

Contractor

8

10

2

4

2

≤9

256

230

345

986

1,016

700

ORGANIZATION

Fatalities

Lost Time Injury (LTI)
Lost Time Injury
Frequency (LTIF)
Total Reportable
Injury (TRI)
Near Miss Reports
and Safety Observations

Lost Time Injury Frequency (LTIF)
ADOC

Contractor

KPI ADOC <0

KPI Cont. <0.66

2

The Launch Day highlights are as follows:
Above 80 percentage of staff participated for“ADNOC’s - 2nd Safety Day” launching ceremony

Our Safety Performance Summary (2015-2019)
PARAMETER

The event was launched in ADOC on the 30th July and 1st
August 2019. The locations involved in the campaign were
AUH (HQ), Mubarraz, CFP and Musaffah Warehouse. Morethan 400 employees participated in the event. Various posters,
handouts and rollups were used to create awareness of the
programme.

As a result of these efforts, 2017 saw significant improvement in
the safety performance. Unfortunately, we recorded two contractor
LTIs in November 2017, however the improvement from 2016
performance was noteworthy. The results were further reinforced
in 2018 and 2019 with no LTIs. We will continue to exert robust
efforts to improve the overall injury statistics of ADOC; in 2019 werecorded four (4) First Aid Cases.

1,5Opening speech by HSE Manager
Presentation on Safety Leadership
Safety Leadership videoGM speech and declaration as Safety Leader
Pointing & Calling session
Photo Session
Promotion of Safety Leadership by all Managers.

Following the launch of the event the following additional
activities were undertaken:
Awareness training session on “Safety Leadership”
One-on-One Discussions
Tool Box Talks covering “Safety Leadership”
Leadership Site visit
Individual Declaration as “I am a Safety Leader”

A Safety Day launch and slogan “I am the safety Leader”
clearly spread the message that all employees should takeresponsibilities of being a “Safety Leader”.
All the participants exhibited good understanding about theleadership quality they would need to adapt to enhance thesafety culture of the company.
All the participants were committed to be a safety leader andassured to be completely engaged with the goal of achieving
100% HSE.
All the participants felt that anyone who is engaged withsafety, benefits in some way, no matter what their position iswithin the Company. Strong levels of engagement contributetowards a safe work culture, increased productivity andimproved morale. If everyone becomes a safety leader, theneveryone wins.
The campaign uncovered a fairly comprehensive list of items
that would contribute towards change in the safety culture.
It would help to adopt the attitude and belief that safety isequally important as production.

1

Heat Stress Management
Campaign – ‘BEAT THE HEAT’

0,5
0
2015

2016

2017

2018

2019

We have strengthened our contractor HSE management systems
and increased safety awareness programmes among all frontline
workers.
As a part of continuous efforts, all staff members have been
reminded to concentrate on the safety of their day-to-day activities
and strive to achieve the ‘zero incident’. Since 2016, safety lessons
were being shared weekly. ‘Safety Observation Card’ system was
implemented throughout our sites and rigorous HSE campaigns
undertaken to increase awareness.

44

Heat Stress Management Campaign was initiated by
the SE Department from June 2019 and continued
throughout the summer and completed in September
2019. Thermal Work Limits and Heat Stress
Awareness materials were circulated to all staffs.
Heat Stress Management inspection was carried out at
contractor camps/ worksites in August and September.
Provision of rest shelters, dehydration kits, , frequent
job rotation during work, air conditioning arrangements
were checked using guided checklists as part ofcompliance verification. In addition, ADOC provided
personal water bottles and balaclavas to all employees.

I am a Safety
Leader

Health & Safety

45

HSE Awareness Sessions in 2019

Mr Takeyuki Homma
Head, Offshore Department(CFP) Group, Offshore
Operating Department

I have been working with ADOC since 2008. Initiallyfor the first three years in Mubarraz and from2013 in CFP. During this tenure, I have received
many recognitions for safety consciousness.
Safety Leadership
We have established safety targets and objectives inline with our Tokyo Head offices. We review our progressperiodically and make necessary actions accordingly. To
achieve the targets and objectives, it is very important
to make sure our platform is safe and fit for thecontinuous and stable operations with available limited
facilities and manpower. We continuously visit the site,
observe ongoing activities, and look for opportunities
for improvements. In addition, we are always keen on
our employees’ health and wellbeing. We make sure
all operations related risks and tasks are identified
and adequate mitigation actions are in take place.
Our Slogan – “Safety First! Think before Act” always reminds
us every time, what matters the most before any act.
Team Motivation
Teamwork, dedication and commitment of all theemployees in achieving a common goal is the key tosuccess in ADOC. It is important to focus more on
the mental well-being of our offshore employees since
they stay away from their families. We encourage our
employees to report all observations related to safety andhealth issues. In ADOC we have a ‘no blame culture’ andinstead appreciate regular reporting of issues and enforce

Hazard identification and reporting (Safety ObservationCard) campaigns were conducted in all ADOC facilities
during the 2019. A total of 20 campaigns and awarenesssessions were conducted from January to December 2019.

continuous improvement. We take employees’ observations,innovative ideas and opportunities for improvementwith high priority. We review these ideas and implement
as appropriate and award our employees annually.
Additionally, to keep up the high morals of all
employees we carry out activities such as:• Monthly Awards for Near miss reporting
and Safety Observation Reporting.
• Toolbox talks and appreciations at them.
• ‘I am Safety Leader’ Programme
ADOC’s Safety Culture
The distinctive characteristic of ADOC is its safety
culture. We all are bounded to provide safe workplace
for all our employees. As a multinational organization,
we adhere to international as well as UAE labourlaws in the means of providing safe workplace.

Healthy Lifestyle
CFP

February

Waste
Management
System - CFP

Permit toWork - MUB

ConfinedSpace
Entry - CFP‘Pointing and Calling’
Awareness Programme

March

Pointing and calling is a method to join forces and toenhance a sense of oneness and community withina team by confirming our safety slogan throughpointing and saying out loud together. This is a wellknown method in Japan to enhance team spirit.

Upper Respiratory Tract
Infection CFP / MUB

AprilElectrical
Safety - CFP

May

Task Risk Assessment
MUB

Our Health & Safety Management System isa sophisticated system which was developed in
the past decades and is continuously developing.
Reviewing the outcomes of the activities carried out
provides new opportunities. Motivating the employees,
providing facilities and suitable environment for these
new opportunities and innovative ideas, conducting
HSE Patrols, continuous monitoring of the activities,
frequent site visits and leadership tours are effective
in supporting the Safety Culture of ADOC.

Since 2016, in ADOC, we started the implementation of‘Pointing and Calling’ after every meeting, tool-box talkand in all the gatherings. This initiative created a positive
impact on the safe work culture of ADOC and ADOC
recorded a drastic reduction in the Lost Time Injuries (LTIs).

Challenges in 2019•T he cerebrum gets activated when we

One of the key challenges in 2019 was to maintain
ADOC’s Safety Culture along with the ongoingorganisational changes within ADOC. Balancing production
and operation needs preserving safety standards has
been challenging. Other key issues include sustaining
the process and operations while minimizing theemissions and flaring causing minimum impact toenvironment and maintaining the health and wellbeingof employees and developing welfare facilities.

January

The three main functions of ‘pointing and calling’:

Nearmiss
Reporting
System - MUB

Waste Management
System - MUB

June

•T
 he distance between a Performer and the object

becomes closer than before by pointing at an object, it
enables Performer to focus on the slogan more carefully.

• It attracts attention by voicing.

July

vocalize and move our hand.

August

HealthValuing the health and wellbeing of our employees at ADOC,
we have a total of two clinics and one first aid post., which we
operate, thus ensuring that our employees are well taken careof. Our clinics are located in the Abu Dhabi office, Mubarraz
and the first aid post in CFP facility. All the three locations areaudited by Department of Health each year for the licensing.
Our medical doctor is responsible for management of various
medical and occupational health issues within ADOC. Healthmanagement is primarily governed by the following:

Beat
the
Heat
Campaign
All
sites

SafetyLeaderAll sites

September

Incident
Investigation
CFP / MUB

Lifting
Operation
CFP

October

HSEMS
Awareness - CFP

PPEs
MUB

November

Safe Lifting
Operation - MUB

Permit toWork - CFP

December

HSEMS and
ENMS - MUB

Compressed Gas
CFP• Company Policies such as Medical, Housekeeping
and Infection Control policies;• ADNOC COPs; and• Department of Health Regulations.

46

Introduction and Roll-out
of EASI Doc System - CFP

Health & Safety

47

SECURITY

Asset integrity relies heavily on the performance of criticalequipment and systems. ADOC commenced preparation to follow
the requirement of ADNOC Integrity committee.

At ADOC, the AD Manager is the person in-charge of Security
in our Abu Dhabi office. Security of our offshore operational sites
fall under the supervision of the Critical Infrastructure and Coastal
Protection Authority (CICPA).

ADNOC formed an Asset Integrity, Reliability Assurance Task
Force and conducted Spot verifications in 2018 and ADOC is apart of the Task Force. ADNOC selected six specific areas of theSpot Verification – pressure vessel, pipeline, Fire and Gas (F&G),
Emergency Shutdown (ESD), Well and Lifting Equipment. In 2019,
various meetings and site visits were held on the verificationof these topics specifically in relation to upstream assets incollaboration with ADNOC. ADOC commenced preparation
to follow the requirements of ADNOC Integrity committee
recommendations & CoP compliance.

All access points to Abu Dhabi office are controlled through the
Security System and monitor through CCTV surveillance system.
CICPA Security Implementation Project
In CFP, CICPA has completed the installation of C&C Room andother equipment such as cameras. The remaining works are Full
System testing, commissioning and Site Acceptance Test (SAT).

EMERGENCY MANAGEMENTADOC has developed a robust Emergency Response Plan (ERP).
They are for the two main sites, Mubarraz Island (including AR Site
Terminal, GA Terminal & Hail Site Terminal), Mubarraz Offshore Oil
Field (Central Facility Platform), and the Crisis Management Plan isfor overall ADOC facilities.
The Facility Response Plans contain response procedure for
ADOC site level and the Crisis Management Plan gives response
procedures at corporate level. The following are the objectives of
the ERP:

01

Control the incident in order to minimize
the effects of the incident/accident and limit
damage to people, the environment andproperty;

Further, ADOC also has an Oil Spill Response Plan (OSRP) in
place consisting of two response plans: Oil Spill Response Plan for
Mubarraz Island, AR Site Terminal and Hail Site Terminal, and Oil Spill
Response Plan for CFP and Mubarraz Field. The primary objective of
the OSRP is to establish the management organization and response
operations necessary to obtain command and control of oil spills
in a rapid and effective manner. The OSRP provides the strategy,
procedures and supporting information necessary to execute theimmediate response.
ADNOC COPs require that Group Companies conduct at least
two planned emergency drills annually. ADOC conducted 24
emergency exercises/ drills in the year 2019. This is in line with what
had been planned for the year.

Permanent Security System design for Hail Site Terminal has also
been provisionally agreed. The finalisation is subject to ADNOC’s
requirement for Hail & Ghasha Fields. Temporary Security System isestablished in HST until the permanent system is commissioned

ASSET INTEGRITYADOC is committed to ensure safe and reliable operations throughhazard identification and risk management principles. Any identified
risk can only be tolerated if it is demonstrated to be ALARP (AsLow as Reasonably Practicable), in our safety-critical and safety
involved systems.
The ALARP principle is the major foundation of our HSSE Policy
ensuring our activities are safety centric, and a principle outlined in
ADNOC COPs, UAE legislation and international standards used in
the oil and gas industry.
One of the key parameters for achieving our health, safety,
environment and business continuity objectives is asset integrity.

02

03

04

48

 rovide details of the procedures on how toPrespond to an accident/incident based on theseverity level and the roles & responsibilities of
ADOC members;

 rovide practical procedures for emergency
P
response in specific emergency situations; andCommunicate necessary information toemployees, contractors, ADOC Crisis
Management Team (CMT) -Tokyo, ADNOC
CMT, the public, Critical Infrastructure &Coastal Protection Authority (CICPA), police,
civil defense, other relevant government
departments and agencies.

ADOC installed new boom in 2019 and conductedcommissioning
Booms are floating barriers designed to perform functions
such as oil containment and concentration, deflection andprotection.
Training was provided on ‘Resource Improvement for Oil
Spill Response and Recovery’ prior to the installation of theboom at CFP. The team that took the training were keen tolearn and willing to assist in all aspects of the training. Theylistened and took note of any instructions given and carriedout all tasks in a safe and careful way.
It is understood that with regular spill exercises, the teamwill be competent to act on any actual spill should this occur.
Future recommendations from the event includes
regularly planned exercises of oil spill recovery and theimplementation of a strict maintenance programme.

Tariq Al Marzouqi
Supervisor, Offshore
Administration Group,
Offshore Operating Department

I joined ADOC 10 years back and am working as the
Security Co-ordinator. In light of global energy security
concerns, it is very important to control the platform areaand safeguard from any external and internal threats.
The Critical Infrastructure and Coastal Protection Authority(CICPA) is the authority responsible for providing theneeded security and safety for all critical infrastructureand establishments spread across Abu Dhabi. It pursues toenhance the security system of the authority with the aim ofcontinuous economic and social prosperity in the emirate.
There is continuous dialogue amongst the ADOC crew and
CICPA to address any potential security related issues.
All regulations applicable to remote areas are abided by
ADOC. In addition, ADOC’s internal safety procedures andprogrammes are adhered to in ADOC’s assets. Information
sharing and security controlling is continued at all times.
Mindful of the global security challenges and developmentsin the present world, the government of UAE has
launched many initiatives to safeguard its infrastructure.
ADOC security procedures are in line with government’s
directives and so far, there have been no serious security
breaches noted in ADOC’s facilities. I feel proud to bea part of the Safety and Security team of ADOC.

Health & Safety

49Profit
We cannot expect to rely on market conditions to improve
our earnings. Therefore, while obviously maintaining andexpanding output volume, we will also need to take otheraction such as reducing costs and enhancing efficiency.

ECONOMICS

1The Abu Dhabi Economic Vision 2030 identifies the Government's
immediate economic priorities and aims to achieve effective
economic transformation of the Emirate’s economic base andbring about global integration and enduring benefits to all. This
was announced by the Government as a long-term plan for thetransformation of the emirate's economy. Abu Dhabi has a corecommitment to build a sustainable and diversified, high value-added
economy by 2030.
In line with this vision, ADOC focuses on optimising production
and long-term growth. Positive economic performance has a direct
impact on the profitability and reliability of the company and canfurther improve ADOC’s position of that of an oil producer within
the UAE. Critical to becoming and maintaining a leading positionis the efficient and effective operation of our Finance & Accounts
department.
The key roles of the Finance & Accounts (FA) department are
the Management accounts and financial accounts, with emphasison budget preparation, cost controlling, book-keeping, control andmanagement of company’s funds and tax declaration. This function
also ensures that the company is in financial good standing. In
addition, all payments and receipts for the company are processedby this department.

50

Additionally, in year 2013, we successfully implemented the Oracle
ERP (Enterprise Resource Planning) system and, in year 2014,
we started utilising the on-line bank payment system, for staff
disbursements and almost all other payments. We have continued
to utilise and enhance these systems to ensure that we are efficient,transparent and reliable as a company and an employer. In 2016,
we introduced the ADOC budget book, enhanced the Petty cash
Fund Procedure’ and developed the ‘Bad debts Write off ’ procedure.
In 2019, no new procedures or policies were formulated in the
Finance department. We continued to use the same systems to
make progress and increase efficiencies within the department.
To ensure transparency and compliance at ADOC, the FA
department is audited by four different teams of auditors:
I. Independent External auditors (Abu Dhabi Tax Audit);
II. SPC nominated auditors (Government/SPC Audit);III. Japanese Tax auditors (Japanese GAAP and Tax Law Audit); andIV. Internal Auditor.

Profit51

Employability• Development and creationof jobs within UAE• High level employment work opportunities
for UAE Nationals through Competency
Based Training Programme (CBTP)• Long term job creation, market development
and stability creation for ADOC suppliers

Contracting
Creation of contracting service
opportunities for projects andon-going operations support

PROCUREMENTAt ADOC, we engage suppliers as and when required. We havestringent pre-qualification processes in place to ensure all our trade
partners meet our quality assurance criteria. We ensure that all ourtrade partners are registered with us and pre qualified, ensuring
a fair and transparent tendering process that meets international
standards in line with our Code of Conduct. ADOC reserves theright to suspend business with any trade partner that is found toengage in activities that compromises our integrity, be it related
to Human Rights, the environment or a trade partner’s businessactivities.
We welcome business from our local business partners in order toboost the local economy and contribute to the Emirati community.
We have undertaken the following measures to help develop the
local supply chain:52• Increase supplier capability to meet our company standards(develop suppliers’ competency through training to uplift skill
levels and enhance the knowledge in Environment, Health and
Safety); andADOC’S ALIGNMENT TOSUSTAINABLE DEVELOPMENT GOALS (SDGs)• Assist suppliers in their development (e.g., capacity building,technical assistance or technology transfer, supplier network
development, diversification).
Our Purchasing & Transport (PT) department is responsible for the
procurement of materials, by ensuring high standards are maintained.
A list of all registered suppliers is provided to every department at
ADOC.

PLE
PEO

At ADOC, we presently do not formally measure the indirect
economic effect of our activities at local and national level. However,
we believe, with our crude oil being exported to Japan, theeconomic benefits have the potential to reach far beyond the UAE
borders. The national and local indirect benefits as we see are asshown in the diagram below:• Simplify the procurement process for local suppliers;

PRO
FIT

INDIRECT ECONOMICPERFORMANCE

As part of our efforts to ensure suppliers meet our high standards,
we carry out routine audits and engage in regular dialogue.
ADNOC has introduced an In-Country Value (ICV) programme
for its suppliers. This procurement-led initiative aims to boost
ADNOC’s ICV contribution by focusing on local supplier selection,
development of Emiratis, and the localisation of critical functionalities
in the oil and gas industry.

PLA
N ET

ADNOC’s ICV programme is a key enabler of its commitment todrive progress and development in the UAE. From 1 April 2018, all
suppliers of goods or services to ADNOC are required to calculate
and declare their certified ICV score for the previous financial year,
to demonstrate how they are helping to deliver ICV.

Rank
Most Material

ADNOC plans to achieve ICV of 50 percent across its full value
chain by 2030, building on the momentum of the success of its
ICV programme launched in 2018 to encourage private-sector
partnerships, catalyse socio-economic development, improveknowledge-transfer and generate skilled jobs for Emiratis.
At ADOC, we aim to utilise our local pre-qualified business
partners and only call upon international vendors in the event thatnone of our local business partners is available or able to meet
our requirements in that instance. In 2019, about 91% of our total
spending on procurement was on local vendors. This is a slightdecrease (3%) from our local spend last year. We carry out periodic
HSEMS and EnMS performance appraisal audit and/ or routine visit
for suppliers to assess/ evaluate their HSE and EnMS performanceto verify their commitment against ADOC’s expectation.
Since 2015, ADOC started registering the vendors those who
accept and agree to ADOC’s “General Terms and Conditions (GTC)
for the supply of goods/ services” – an agreement signed between
ADOC and vendors for the procurement of goods/ services.
This agreement secures all the legal term issues in line with theprocurement requirements by enforcing both parties to commit andabide by the signed agreement.

LTH
HEA

Topic
• Occupational Health and
Safety Management• Asset Integrity and Process
SafetyRank
Very Material

Rank
Material

Topic•W ater Consumption•B iodiversity Impacts• S pills from Operations

Topic• Equal Opportunity• Performance Appraisal andTraining• Non- discrimination

Commitments & Key Focus
Areas
Our environmental
stewardship is underpinned by
precautionary principle.

Commitments & Key Focus
Areas
We are committed torecruiting, retaining anddeveloping diverse talent
within the organisation.
We implement strict policies
addressing the issues related
to discrimination, forced
labour, or child labour.

Commitments & Key Focus
Areas
ADOC staff is encouraged
to report more safety
observations by identifying
the workplace hazards (unsafe
acts/conditions).
All the concerned
departments requested totake appropriate corrective
actions for the findings fromthe HSEMS Internal audit
2019 and as well from the
ADNOC spot verification for
the integrity assurance.

Rank
Very Material
Rank
Material

Topic
OHS Training and Education

Topic
•W
 aste Management•G reen House Gas Emission• Protection• Water Effluents•R enewable Energy

Commitments & Key Focus
Areas
Continue training all
employees and contractors
on both in-house and externalcourses.

Rank
Very Material
Topic
Efforts to promote local
suppliers
Commitments & Key Focus
Areas
In line with ADNOC ICVProgramme, at ADOC,
we aim to utilise our local
pre-qualified business
partners and only call uponinternational vendors in
the event that none of our
local business partners isavailable or able to meet ourrequirements in that instance.

Rank
Material
Topic
Economic Performance
Commitments & Key Focus
Areas
In line with Abu Dhabi
Economic Vision 2030, ADOC
focuses on maximisingproduction and long-term
growth.

Profit53

ABBREVIATION LIST°C

Degrees Celsius

GA

Neewat Al-Ghalan Oil Field

MMSCFY Million Standard Cubic Feet per Year%

Percentage

GAAP

Generally Accepted Accounting Principles

MPA

Marine Protected Area

AD

Administration

GCC

Gulf Cooperation Council

NOx

Nitrogen Oxides

ADFO

Abu Dhabi Field Office

GCAA

General Civil Aviation Authority

NORM

Naturally Occurring Radioactive Materials

ADNOC

Abu Dhabi National Oil Company

GHG

Green House Gas

N2O

Nitrous Oxide

ADOC

Abu Dhabi Oil Co., Ltd. (Japan)

GIS

Geographic Information System

OGSS

Oil and Gas Sector Supplement

ADSG

Abu Dhabi Sustainability Group

GJ

Giga Joules

OPCO

Operating Company

ADWEA

Abu Dhabi Water and Electricity Authority

GRI

Global Reporting Initiative

OSRP

Oil Spill Response Plan

AED

United Arab Emirates Dirham

GTC

General Terms and Conditions

PAO

Primary Accountable Organisation

AIMS

Asset Integrity Management System

GWP

Global Warming Potential

PHC

Petroleum Hydro Carbon

ALARP

As Low As Reasonably Practicable

HCFCs

Hydro Chloro Fluoro Carbons

PL

Planning & External RelationsAR

Umm Al-Anbar Oil Field

HCT

Higher College of Technology

PT

Purchasing & Transport

ARST

AR Site Terminal

HDA

Heli Deck Assistant

SDGs

Sustainable Development Goals

ATHS

Applied Technology High School

HFC

Hydro Fluoro Carbons

SE

Health, Safety & Environment

AU

Auditing

HLO

Helicopter Landing Officer

SGIP

Sour Gas Injection Project

BCM

Business Continuity Management

HR

Human Resources and Development

SIMOPS

Simultaneous Operations

BeAAT

Central Environment Protection Facility

H2S

Hydrogen Sulphide

SMS

Security Management System

CBTP

Competency Based Training Programme

HSE

Health Safety & Environment

SOx

Sulphur Oxides

CCR

Central Control Room

HSEIA

Health Safety & Environmental Impact Assessment

SOLAS

Safety of Life at Sea

CFP

Central Facilities Platform

HSEMS

Health Safety & Environment Management System

SOW

Scope of Work

CH4

MethaneHSSE

Health Safety Security & Environment

SPC

Supreme Petroleum Council

CICPA

Critical Infrastructure & Coastal Protection Authority

ICV

In Country Value

SPM

Single Point Mooring

CMT

Crisis Management Team

IEAInternational Energy Agency

STP

Sewage Treatment Plant

COP

Codes Of Practice

IOGP

International Association of Oil and Gas Producers

TRI

Total Reportable Injury

CO2

Carbon dioxide

IPCC

International Panel on Climate Change

UAE

United Arab Emirates

CWM

Centre for Waste Management

ISO

International Organisation for Standardisation

UN

United Nations

DGA

Di Glycol Amine

JLTP

Japanese Language Teaching Programme

KPI

Key Performance Indicator

UNESCO 	United Nations Educational, Scientific andCultural Organization

LSRs

Life Saving Rules

LTI

Lost Time Injury

LTIF

Lost Time Injury Frequency

m3

Cubic meter

MEA

Mono Ethanol Amine

EASI DOC	Environment, Asset Integrity, Safety & Security
Intranet Document Management System
ERP

Emergency Response Plan

ERPEnterprise Resource Planning

ESD

Emergency Shut Down

ESP

Electrical Submersible Pump

FA

Finance & Accounting

54

VOC

Volatile Organic Compounds

MMSCFD Million Standard Cubic Feet per Day

Introduction

55

GRI INDEXGRI Standard

Information/
Page number

Disclosure

Omission

GRI Standard

GRI General Disclosures
GRI 102:
GeneralDisclosures2016

102-46 Defining report content and topic
boundaries

Pages 4-5

102-47 List of Material topics

Page 5102-48 Restatements of information

None

Omission102-1 Name of the organisation

Page 7102-2 Activities, brands, products andservices

Page 7-11

102-3 Location of Headquarters

Page 7102-49 Changes in reporting

Page 4-5

102-4 Location of Operations

Page 7-11

102-51 Date of most recent report

December 2019102-5 Ownership and legal form

Abu Dhabi Oil Co., Ltd. (Japan) is 100%
Japanese operating Oil Development
Company.

102-52 Reporting cycle

Annual102-53 Contact point for questions
regarding the report

Page 5102-54 Claims of Reporting in accordancewith the GRI Standards

In accordance with “GRI Standards: Core
Option”

102-55 GRI Content Index

Pages 54 – the end

102-56 External AssuranceThis report has not undergone an
external assurance process.

103-1 Explanation of the material topics
and its boundaries

Pages 4, 5

103-2 The management approach and its
components

Pages 13,14,21,22,30,39,47

103- 3 Evaluation of the Management
Approach

Pages 13,14,21,22,30,39,47

Disclosure 307-1 N
 on-compliance withenvironmental laws andregulations

Page 15103-1 Explanation of the material topics
and its boundaries

Pages 4, 5, 49

103-2 The management approach and its
components

Pages 49

102-6 Markets served

Report covers only those activities
which occur in the UAE.

102-7 Scale of the Organisation

Pages 7-11, 15, 17

102-8 Information on employees andother workers

56

Information/
Page number

Disclosure

Page 17156 male and 20 female employees.
12 nos. – Executive & Senior
Management, 115 Middle Management,
and 49 staff.
Direct Hire - 176
Employees seconded in the Company- 02

The Net revenues figure
has not been disclosed
since it is considered
confidential by ADOC.

Material Topics
Non-compliancewith regulations

102-9 Supply Chain

Pages 10-11

102-10 Significant changes to theorganisation and its supply chain

Page 9, No changes in the Supply Chain

102-11 Precautionary Principle orapproach

Pages 40 - 43

102-12 External Initiatives

Page 45

102-13 Membership of Associations

Page 14102-14 Statement from senior decision
maker

Page 3103- 3 Evaluation of the Management
Approach

Pages 49

102-16 Values, principles, standards, andnorms of behaviour

Pages 21

Asset Integrity, Reliability Assurance Task
Force updates

Pages 49

102-18 Governance Structure

Page 13
Page 14103-1 Explanation of the material topics
and its boundaries

Pages 4,5

102-40 List of Stakeholder Groups
102-41 Collective bargaining agreements

Employee associations, such as unions
and collective bargaining are notpermitted in the UAE under the federallaw.

103-2 The management approach and its
components

Pages 40-48

103- 3 Evaluation of the Management
Approach

Pages 40-48

403-1 O ccupational health and safety
management system

Pages 40-48

102-42 Identifying and selecting
stakeholders

Page 13102-43 Approach to stakeholder
engagement

Page 13102-44 Key topics and concerns raised

Not Applicable

102-45 Entities included in consolidated
financial statements

All UAE entities included in consolidated
financial statements.

Asset Integrity
and Process
SafetyOccupational
Healthand Safety
Management

Introduction

57

GRI Standard
Water
Consumption

Information/
Page number

Disclosure

Omission

GRI Standard
Waste
Management103-1 Explanation of the material topics
and its boundaries

Pages 4,5

Pages 26-27

103-2 The management approach and its
components

Pages 26-27, 30

103- 3 Evaluation of the Management
Approach

Pages 26-27

103- 3 Evaluation of the Management
Approach

Page 30

303-5 Water consumption

ADOC withdraws 48,716 m3 of municipal
water and 1,601,347 m3 of seawater. Of
the municipal water withdrawn, 46,280m3
ends up as wastewater and 2,436 m3 is
consumed internally.

Disclosure 306-2 Waste by type anddisposal method

Page 30

103-1 Explanation of the material topics
and its boundaries

Pages 6,7

103-1 Explanation of the material topics
and its boundaries

Pages 4,5

103-2 The management approach and its
components

Of the seawater withdrawn, 1,346,215m3
ends up as wastewater and 255,132 m3
is consumed internally. Therefore, total
quantity consumed is 257, 568 m3.

Efforts topromote local
suppliers

Biodiversity
Impacts

Spills fromOperations

OHS Training
and Education

58

Information/
Page number

Disclosure

GHG Emissions

Omission

All hazardous and non-hazardous wastes
are sent to BeAAT by ADOC. No
reuse/ recycling/ composting/ recovery/
deep well injection, etc. undertaken by
ADOC within its premises. Incineration
ash is also disposed to BeAAT. Wastes
are removed using CWM- approved
Environmental Service Provider

103-1 Explanation of the material topics
and its boundaries

Pages 4,5

103-2 The management approach and its
components

Pages 50-52

103-2 The management approach and its
components

Pages 28-30, 32

103- 3 Evaluation of the Management
Approach

Pages 50-52

103- 3 Evaluation of the Management
Approach

Page 32

204-1 Proportion of spending on local
suppliers

Pages 50-52

305-1 Direct (Scope 1) GHG emissions

Gross direct (Scope 1) GHG emissions inmetric tons of CO2 equivalent. – 288,608

103-1 Explanation of the material topics
and its boundaries

Pages 4,5

All Gases (CO2, CH4, N2O, HFCs, PFCs,
SF6) included in the calculation.

103-2 The management approach and its
components

Pages 26-27

No Biogenic CO2 emissions in metrictons of CO2 equivalent.

103- 3 Evaluation of the Management
Approach

Pages 32-38

Since ADOC’s 5-year trend is shown, baseyear of 2015 is selected for reporting.

304-1 Operational sites owned, leased,managed in, or adjacent to, protected areas
and areas of high biodiversity value outside
protected areas

Mubarraz Island is located in the Marawah
Marine Protected Area, which is home toimportant marine and coastal ecosystems
including sea grass meadows, coral reefs
and mangroves.

103-1 Explanation of the material topics
and its boundaries

Pages 4,5

103-2 The management approach and its
components

Pages 26-27, 31

103- 3 Evaluation of the Management
Approach

Pages 31306-3 Significant spillsNone103-1 Explanation of the material topics
and its boundaries

Pages 4,5

103-2 The management approach and its
components

Pages 40-48

103- 3 Evaluation of the Management
Approach

Pages 45-47

Disclosure 403-5 Worker training on
occupational health and safety

Pages 45-47

There have been no recalculations of baseyear emissions.
The source of Global Warming Potential
Values is Greenhouse Gas Protocol,
adapted from the IPCC Fifth Assessment
Report, 2014.
Consolidation approach for emissions
undertaken for financial as well as
operational control.
The values were computed by converting
to tonnes of CO2 equivalent values
based on the ‘Methods for Estimating
Atmospheric Emissions from E&P
Operations – Report No. 2.59197,
September 1994, E&P Forum).

Introduction

59

Information/
Page number

GRI Standard

Disclosure

Water Effluents

103-1 Explanation of the material topics
and its boundaries

Pages 4,5

103-2 The management approach and its
components

Page 26-27

103- 3 Evaluation of the Management
Approach306-1 Water discharge by quality anddestination

EnergyConsumption

Omission

GRI Standard
Human Rights
Education andTraining

Information/
Page number

Disclosure103-1 Explanation of the material topics
and its boundaries

Pages 4,5

103-2 The management approach and its
components

Page 23

Page 31103- 3 Evaluation of the Management
Approach

Pages 23

Page 31Disclosure 412-1 Operations that havebeen subject to human rights reviews or
impact assessments

All operations have undergone humanrights reviews or human rights impact
assessments in 2019.

103-1 Explanation of the material topics
and its boundaries

Pages 4,5

103-2 The management approach and its
components

Pages 17-25

Water discharges are calculated basedon water meter readings. 1,255,329 m3 isrecorded to be discharged to the sea. 90,
886 m3 is noted to be reused/ recycled.
46,280 m3 is discharged to the sewerage
network.

Nondiscrimination of
Employees

103-1 Explanation of the material topics
and its boundaries

Pages 4,5

103- 3 Evaluation of the Management
Approach

Pages 17-25

103-2 The management approach and its
components

Pages 26-29

Disclosure 406-1 Incidents of
discrimination and corrective actions taken

103- 3 Evaluation of the Management
Approach

Page 28-29

302-1 Energy Consumption within the
Organisation

Page 28

No significant incidents of discrimination(alleged and subsequently found to beof substance with disciplinary action
necessary) were reported to ADOC in
2019

103-1 Explanation of the material topics
and its boundaries

Pages 4,5

103-2 The management approach and its
components

Pages 50-52

103- 3 Evaluation of the Management
Approach

Pages 50-52

Disclosure 201-1 Direct economic value
generated and distributed

As a privately held company, we do notdisclose this information.

Disclosure 201-4 Financial assistancereceived from government

ADOC does not receive any financial
assistanceNo electricity/ heating/ cooling/ steam
sold by ADOC.
• Electricity Used: 187,380,624 kWh• Diesel Fuel: 77,032 litres• Gasoline: 46,799 litres• Jet Fuel: 43,158.45 Imperial Gallon

Economic
Performance• Diesel Oil: 2,141,283.02 Imperial Gallon• Fuel Consumed in MUB & CFP for theoperation: 2,026 GJ
Source and conversion factors used are as
per ADNOC CoP V1-15.

Diversityand Equal
Opportunity

60

Omission

103-1 Explanation of the material topics
and its boundaries

Pages 4,5

103-2 The management approach and its
components

Page 16-20

103- 3 Evaluation of the Management
Approach

Page 16-20

405-2 Ratio of basic salary andremuneration of women to men

There are no women team members
within the Executive and Senior
Management Team of ADOC. 100% of
the women staff in middle management
team as well as other staff (professional,
operational and administrative) receive
remuneration as same as that of men of
the same level.

ADOC is a privately heldcompany. We extract oiland transfer the sameto two of our parent
companies Cosmo Energy
Exploration & Production
Co., Ltd. & JX Nippon
Oil & Gas Exploration
Corporation. Ourfinancial information isreported in sustainability
reports of our parent
companies. We also
work for ADNOC, as anindependent operator andour financial informationis reported in ADNOC's
sustainability report
too. We therefore
consider this information
proprietary and do notwish to report financial
figures of ADOC
separately as a single
entity.

Introduction

61